COMPENSATION BOARD OPERATING MANUAL FISCAL YEAR 00

COMPENSATION BOARDOPERATING MANUAL

FISCAL YEAR 00

May 1, 1999

Compensation Board Contact ListOffice Telephone Number (804) 786-0786

Contact Title/Program Ext. Ph # or E-mail Address

June R. Funkhouser Chairman 211 [email protected]. J. Kucharski Ex-Officio Member N/A (804) 225-3350

[email protected] M. Payne Ex-Officio Member N/A (804) 367-8003

[email protected] W. Haynes Executive Secretary 211 [email protected]

James W. Matthews Assistant Executive Secretary 214 [email protected] A. Lampman Planning and Information Systems

Manager215 [email protected]

Alice M. Coe Customer Services Manager 207 [email protected] M. de Socio Budget and Finance Manager 212 [email protected]. Ronald Petera Deputy for Administration 202 [email protected] M. Wilmoth Systems Analyst 222 [email protected]

Oliver D. Bradshaw Senior External Auditor 203 [email protected] R. Butler-Nelson Fiscal Officer 213 [email protected]

Kathy Cook Training and Development Coordinator 201 [email protected] A. Kimec External Auditor

Jail Cost Reporting223 [email protected]

Kathryn R. Monday Programmer Analyst 205 [email protected] M. Rollins Senior Management Analyst 206 [email protected]

Robert W. Orr Senior Management AnalystLand Records

224 [email protected]

Charlotte W. Luck Senior Fiscal TechnicianCommissioners of the Revenue,Treasurers, Directors of Finance


Paige G. Curtis Senior Fiscal TechnicianClerks of the Circuit Court,Commonwealth’s Attorneys


Pat B. McCoy Senior Fiscal TechnicianCity Sheriffs and Regional Jails


Mary W. Luck Senior Fiscal TechnicianCounty Sheriffs


Cindy P. Waddell Administrative Staff Assistant 200 [email protected] M. Francis Senior Fiscal Technician

Local Inmate Data System (LIDS)220 [email protected]

Samantha J. White Fiscal TechnicianPurchasing Officer


FAX NUMBER (804) 371-0235

May 1, 1999

We are pleased to provide you with the FY00 Compensation BoardOperating Manual. The format remains unchanged from last year. Please note thattopics are arranged in alphabetical order to simplify frequent reference. We thinkthis format is easier to use and by its design reduces the use of paper and lowerspostage expense. As always, we welcome your thoughts and suggestions on thisproduct.

We have found that employees in your offices responsible for personnel andpayroll activities often need copies of this manual. Therefore, if members of yourstaff need additional copies, please call Cindy Waddell at (804) 786-0786 Ext. 200. You can find major portions of this manual online atwww.cns.state.va.us/compboard.

Finally, you will notice that we have referenced citations from the Code ofVirginia and significant policy statements of the Compensation Board next torelevant text. This manual establishes Compensation Board policies andprovides information to assist you in the daily operation of your offices. We hopethese policy statements will help you in understanding ways in which the Board canassist you in managing your office.

In August we will send you the customer service survey soliciting youropinions on this manual, the budget estimates (mailed March 12) and theCompensation Board's customer service efforts.

Thank you for your support this past year and we look forward to workingwith you in the upcoming fiscal year.

____________________________June R. Funkhouser, Chairman

____________________________Walter J. Kucharski, Member

____________________________Danny M. Payne, Member

What's New for Fiscal Year 00

! Updated minimum computer specifications (page 33)

! Master Deputy Allocations Policy (page 67)

! Updated form for Classification Authority (page 129-130)

! Changes to the Clerks’ Technology Trust Fund (page 117)

! Local Inmate Data System (LIDS) Reporting Requirements (page 66)

! Reimbursement for Internet Access (page 26)

! Census Data (pages 131-133)

! 1980 Salaries for Treasurers and Commissioners of the Revenue (page 102)

! Conversion of Part-time Assistant Commonwealth’s Attorneys to Full-timeStatus (pages 84-85)

! Career Prosecutor Program (page 85)

Table of Contents

Who’s Who Contact List

Introductory Letter

What’s New for FY00

Compensation Board Mission Statements 9

Compensation Board Meeting Schedule 10

Budget Chart 11

Frequently Asked Questions 12-14

Additional Allowances 15

Annual Leave 15-16

Attendance at Professional Meetings 16-17

Benefits Cafeteria Plan 18

Budget Appeals 18-19

Budget Cycle 19

Change of Status (CB10 Screen) 20

Criminal Fund 20

Delegation of Classification Authority 20

Delinquent Reimbursement Request Policy 21

Dismissal of Employees 21

Employee Evaluation Plan 21

Equipment 22

Executive Management Training 22-23

Fair Labor Standards Act 23

Fiscal Stress 24

Fringe Benefits 24-25

Fund Transfer Request 25

Grievance Procedures 26

Internet Access 26

Leave: Holidays, Vacation, Sick 26

Liability Insurance/Blanket Bond 27-28

Locality Responsibility 28

Maximum Rank Allocation 29

Medical/Hospitalization Insurance 29

Office Expenses 29

Over Expenditures 30

Pay for Performance 30

Position Reallocation Policy 31

Promotions/Demotions/Reclassifications 31-32

Purchasing Personal Computers: Minimum Requirements for 33Reimbursement

Record Retention 34SNIP 34

Salaries 35-36

Salary Scales - Sheriffs, Regional Jails, Clerks, Treasurers, 37-42Commonwealth’s Attorneys, Commissioners of the Revenue

Software Reimbursement Policy 43

Special Defense Counsel 43-44

Staffing Standards 44

Vacant Positions 44-45

Worker's Compensation 45

Year End Procedures 45

Program Specific Sections

Sheriffs’ Program 47-67

Regional Jail Superintendents’ Program 68-82

Commonwealth’s Attorneys’ Program 83-97

Treasurers, Commissioners of the Revenue and 98-111Directors of Finance Programs

Circuit Court Clerks’ Program 112-118

Appendices

Appendix 1 120PC: Minimum Requirements for Reimbursement

Appendix 2 121Availability of Transfer Money

Appendix 3 122Certification of Employee Performance Evaluation Plan

Appendix 4 123-126Fiscal Stress Factors

Appendix 5 127-128Reimbursement Policy Matrix

Appendix 6 Census Data 131-133

9

Compensation Board Mission

The mission of the Compensation Board is to determine a reasonable budgetfor the participation of the Commonwealth toward the total cost of office operationsfor Constitutional Officers, and to assist those officers and their staff throughautomation, training and other means, to improve efficiencies and to enhance thelevel of services provided to the citizens of Virginia.

Compensation Board Staff Mission

The mission of the Compensation Board staff is to professionally implementthe policies and decisions of the Compensation Board; to keep Board membersinformed of major issues affecting Constitutional Officers; to assist localgovernments in issues relating to Constitutional Officers; and to provide the highestquality service and assistance to the Constitutional Officers consistent with Boardpolicy and the laws of Virginia.

We recognize that ConstitutionalOfficers are elected by the people ofVirginia and that our actions and decisionsare for the ultimate benefit of the people ofVirginia. In providing our services to theCompensation Board, Constitutional Officers and local governments, we valueaccuracy and timeliness, helpfulness and courtesy, respect, integrity, fairness andfrugality in the expenditure of public funds.

Code 15.2-1636.8 Compensation Board Policy

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Compensation Board Policy

10

Compensation Board Meeting Schedule

The Compensation Board normally meets on the third or fourth Tuesday ofeach month. Items which require action by the Board should be submitted to theCompensation Board staff no later than the 15th of the month to appear on thatmonth's meeting docket. The Compensation Board normally holds a specialmeeting with Association Presidents in early January to review legislative andbudgetary matters.

Fiscal Year 1999 -2000 Compensation Board Meeting Dates

JulyTuesday,

27th

AugustTuesday,

24th

SeptemberTuesday,

28th

OctoberTuesday,

26th

NovemberTuesday,

23rd

DecemberTuesday,

21st

JanuaryTuesday,

25th

FebruaryTuesday,

22nd

MarchTuesday,

28th

AprilTuesday,

25th

MayTuesday,

23rd

JuneTuesday,

27th

Fax Number:804-371-0235

Delivery Address:(UPS and Fed Ex)202 North 9th StreetRoom 1012Richmond, Va. 23219

Website:www.cns.state.va.us/compboard

Mailing Address:(U.S. Postal)P.O. Box 710Richmond, Va. 23218-0710

11

The Budget Bill appropriates $456,873,625 to the Compensation Board. Thesefunds are allocated as follows:

% of Total Appropriation

Clerks of theCircuit Court

8.6%

Administration0.3%

Treasurers 4.8%

Commissioners of the Revenue

3.6%

Commonwealth's Attorneys

9.1%

Sheriffs and Regional Jails

73.6%

12

Frequently Asked Questions

• Do I have to advertise a vacant position, how long should the advertisementrun, and what can I offer as a salary?See 15.2-1604 for the Code of Virginia requirements. The Code does notspecify the length of time that you must advertise. If youare not on a local pay plan, you should advertise thesalary range of the grade of the vacant position.

• How do I get a new position?You should make your request in your annualCompensation Board budget submission. The Board islimited by law to a specific number of positions availablefor allocation to Constitutional Officers. When new positions become available,the Board is required to allocate them in priority order in accordance withworkload based staffing standards.

• When does the Compensation Board meet? See page 10.

• My county/city budget has to be completed before I get my CompensationBoard budget in May. Can I get the information sooner?

The Board cannot set Constitutional Officer budgets until the General Assemblyreconvenes in April of each year. The Board meets in late April and finalbudgets are mailed on May 1. However, the Compensation Board sends budgetestimates to you 15 days after the adjournment of the General Assembly. Theseare sent out in either the 2nd or 4th week of March every year.

• How do I calculate the annual leave payoff? See pages 15-16, Annual Leave.

• Can I terminate an employee? See page 21, Dismissal of Employees.

• Can you send me job descriptions?The Compensation Board does not maintain job descriptions of positions in theoffices of Constitutional Officers. We can, however, provide you with a list ofofficers who have certified to the Board that they maintain job descriptions, andyou may ask them for copies.

13

• How much savings do I have to transfer? See Appendix 2 to figure, or from the SNIP main - Selection “F” and thenSelection “V”.

• How can I get additional office automation equipment?You may request additional funding for office automation equipment in yourannual budget submission, or during the year by submitting a letter to theCompensation Board stating the item(s) and cost. If you wish to purchase a PC,it must meet minimum specifications listed on page 33.

• My secretary is on maternity leave, can I get emergency funding for a parttime person?You may request emergency funding by submitting a letter to the CompensationBoard stating the hourly rate, length of time needed and justification, and thedate on which the employee no longer has accrued, paid leave balance to coverthe absence.

• What salary can I offer a new employee? See page 36.

• How do I get reimbursed for a substitute prosecutor? See the Commonwealth’s Attorney’s officer specific section.

• What are the new December 1 salaries, and when will I get a pay scale anda list of the new salaries? You may determine staff salaries effective December 1 by multiplying thecurrent salary by 1.0634. To determine salaries effective December 1 forCompensation Board reimbursed Deputy Sheriffs, Regional Jail Officers, andCommunications Operators, multiply the current Compensation Board approvedsalary by 1.1368. New salary scales will be mailed on or about November 19.

• What is the cafeteria plan and can you give me the deductions?See page 18 and worksheet may be found in the program specific area of thismanual.

• As a Constitutional Officer, are my staff members state or local employees?

14

They are neither. They are appointees of a locally elected Constitutional Officerand serve at the will and pleasure of that officer, concurrent with his or her termof office.

• The May 1 Compensation Board approved budget set an amount in hourlywage funding for my office. My county budget approved a lesser amount.What can I do?See Locality Responsibility, page 28 and Salaries, pages 35-36.

15

Additional Allowances

The Compensation Board has approved for reimbursement the followingexpenses as additional allowances:

Accrued Annual Leave for EmployeesAttendance at professional organizations' annual meetingsAttendance at VALECO, LGOC, New Officer Training, New Deputy Treasurer, New

Deputy Commissioner of the Revenue or New Deputy Clerk Training, JailManagement Training, Lawful Employment Training, Expanded Certification Training for Treasurers and Directors of Finance and LIDS Training

Executive Management TrainingGuard Duty (Sheriffs)Officers' Liability InsuranceSpecial Defense CounselCompensation Board Sponsored or Approved TrainingPre-employment Physicals (Deputy Sheriffs ONLY)

Additional allowance items are not part ofConstitutional Officers' approved budgets, but may be

added as a budget and expense item when a reimbursement request is submitted incompliance with the Compensation Board policy. Specific policies regardingreimbursement for each of the above additional allowance items are addressedunder individual headings throughout this manual.

Annual Leave

Upon the dismissal, resignation or retirement ofan employee, the Compensation Board may provide anadditional allowance and reimburse accrued annual

leave. The Commonwealth is responsible for reimbursing at the lesser of the rateset by local government policy or the state policy. The Compensation Board doesnot provide an additional allowance for accrued sick leave, compensatory time orovertime leave. (See page 27 for additional information on Payoff of AccruedLeave)


Code 15.2-1605

16

The Commonwealth's policy for Annual Leave is set forth below. Anemployee's hourly rate is established by dividing the Compensation Board annualsalary by 2,080.

Years of Annual Leave Earned Maximum Leave Service Semi-monthly ReimbursableLess than 5 4 hrs. 192 hours (24 days)

5 or More 5 hrs. 240 hours (30 days)

Annual leave is calculated from the most recenthire date in a CompensationBoard reimbursed permanentposition. Maximumaccumulated annual leave

which is reimbursable by the Compensation Board is 240hours. Reimbursement is requested on the CB10 screen and paid through theAdditional Allowances SNIP screen. The officer is responsible for maintainingrecords of each employee's accrued annual leave.

As elected officials, Constitutional Officers do not earn annual, sick orcompensatory leave that is reimbursed by the state.

Attendance at Professional Meetings

Additional allowances have been approved for attendance at the followingprofessional meetings:

1) VALECO - Virginia Association of Locally Elected Constitutional Officers Annual Meeting -Officer Only, $200 plus mileage.

2) LGOC - Local Government Officials’ Conference - $180 per person (max 2) plus mileage for1 vehicle.

3) VCCA - Virginia Court Clerks’ Association Annual Meeting - $180 per person plus mileagefor 1 vehicle.

4) VACA - Virginia Association of Commonwealth’s Attorneys Annual Meeting - $180 perperson plus mileage for 1 vehicle.

5) VSA - Virginia Sheriffs’ Association Annual Meeting - $180 per person (max 2) plusmileage for 1 vehicle.

6) TAV - Treasurers’ Association of Virginia Annual Meeting - $180 per person (max 2) plusmileage for 1 vehicle.

7) CRAV - Commissioners of the Revenue Association of Virginia Annual Meeting - $180 perperson (max 2) plus mileage for 1 vehicle.

Code 15.2-1605.B

17

Attendance at Professional Meetings (continued)

8) VARJ - Virginia Association of Regional Jails Annual Meeting - $180 per person (max 2)plus mileage for 1 vehicle.

9) V&L&A - LGOC, VALECO AND Association meeting(when being claimed on one payroll)breakdown of amounts for each meeting must be reported on the “locality comment” screen.

10) NOT - New Officers’ Training - Reimbursable Rate to be announced.11) LAWEMP - Lawful Employment Training - $28 for meals plus mileage12) TCP - Treasurers’ Expanded Certification Training - Officer only - $180 plus mileage13) NDT - New Deputy Training - Mileage only.14) JMT - Jail Management Training - Reimbursable Rate to be announced.15) LIDS - Local Inmate Data System - Reimbursable Rate to be announced.

Executive Management Training

1) SEI - Senior Executive Institute - Tuition only if nominated by Association and admitted bySEI.

2) VEI - Virginia Executive Institute - Tuition only if nominated by Association and admittedby VEI.

3) LEAD - Leading, Educating, and Developing Program - Tuition only if nominated byAssociation and admitted by LEAD.

Mileage for all meetings will be reimbursed at .27 per mile for one personalcar (certification that a government owned vehicle was not available is necessary)and .19 for a locality owned vehicle. In addition, the Compensation Board willreimburse parking and tolls.

In order to receive reimbursement of thisadditional allowance your request must be filed

within 60 days of the conclusion of the meeting or conference. This allowancemay only be claimed after the scheduled meeting.

Request this allowance on the SNIP "Additional Allowances" screen #5. Theelectronic "sign off" on the reimbursement request certifies that you have met allthe conditions of the Compensation Board's policy for meeting attendance.


18

Benefits Cafeteria Plan

Some local governments offer employees theopportunity to have insurance premiums or dependentcare contributions deducted from their paycheck beforetaxes are taken out. Employees who have selected thisoption are participating in Section 125 or a "cafeteriaplan".

Because these deductions are made pre-tax, theemployee's taxable income is less than it would otherwisebe. As a result, you must enter the correct taxable salaryamount on the SNIP permanent personnel screen. TheOASDI figure will be calculated based on the taxablesalary entered. Please contact your locality’s payrolloffice for correct deduction amounts.

Once you enter the monthly taxable salary (gross monthly salary minusmonthly amount of cafeteria plan contributions) into SNIP, that figure should bepulled forward monthly until the next salary change or change in cafeteria amountoccurs for that employee. In this case, it is your responsibility to change thetaxable salary amounts in the month that the change occurs. (For example, taxablesalaries should be changed on your December SNIP report when the December 1increase is approved for the officer and staff.)

To illustrate how a change in the taxable salary is carried forward to theOASDI deduction by SNIP, an example is provided in your office specific sectionof the manual.

Commissioners of the Revenue, Treasurers and Directors of Finance arereimbursed by the Compensation Board at 50%. Circuit Court Clerks arereimbursed by the Compensation Board at 33 1/3% rate for fringe benefits. Referto the office specific section to calculate the state's share of the FICA.

Budget Appeals

Any officer or any city or county who is affected by the budget decision(s) ofthe Compensation Board has a statutory right to appeal. Appeals by the officermust be filed within forty five (45) days of the Board's decision.

19

Code 15.2-1636.9

20

Appeals filed by the local governing body must be filed within thirty (30)days of the Board's decision. Prior to filing an appeal, Constitutional Officers andlocal governing bodies are encouraged to submit a written request for areconsideration of their budget by the Compensation Board. Ask about thestatutory and policy constraints guiding the formulation of the final budget for thestate’s contribution toward the operation of the office.

Budget Cycle

The Compensation Board has established a working cycle for fixing thecontribution of the Commonwealth toward the budget of each office for theupcoming fiscal year. The process starts in late December when the on-line budgetrequest is available and instructions are mailed to each officer.

Completed Fiscal Year Budget Requests areto be certified by the officer no later than February 1of each year. Estimates of the Commonwealth's

share of your upcoming fiscal year budget will be provided to each office no laterthan 15 days following the adjournment of the General Assembly. Typically, thismeans you will receive budget estimates around mid-March in odd numbered years(short sessions) or late March in even numbered years (long sessions).

Public hearings are scheduled, usually duringthe second or third week of April. TheCompensation Board conducts these hearings tolisten to you and your local governing body withregard to any concerns or issues you have with theupcoming budget. Final Compensation Boardapproved budgets for the upcoming fiscal year will be mailed to each office no laterthan May 1.

Code 15.2-1636.8

Code 15.2-1636.7

Code 15.2-1636.8 and15.2-2502

21

Change of Status

Changes in status - separations, new hires, lateral transfers, promotions,demotions and reclassifications - are reported on the on-line change of statusscreens prior to the effective date.

Personnel actions are reported and salary adjustments requested allowing theCompensation Board to review the request, modify it if necessary and approve ordisapprove each request. Upon Board approval, each appropriate field in the SNIPsystem is updated to minimize data entry and to track annual leave payments andturnover and vacancy savings.

The on-line change of status enhancement provides a complete history ofpersonnel changes in support of reimbursement requests, to assist in completingoffice budget requests and for state and local auditing. City/County Administratorsare advised to periodically review the change of status screens to review pendingand Compensation Board approved changes in personnel status.

Criminal Fund

The Virginia Supreme Court administers the fund for payment for suchexpenses as expert witnesses, court appointed attorneys and certain substituteprosecutors, and language interpreters.

For information regarding allowable expensesunder this program contact Larry Davidson, (804) 786-6455 at the Supreme Court.

Delegation of Classification Authority

The Compensation Board will delegate the authority to classify positions toConstitutional Officers meeting Compensation Board criteria for this delegation.Officers who are approved for this authority would be allowed classification andcompensation authority within the restraints of the Board’s Maximum Rank policyand the officers’ current base budget.

Upon annual certification by the Constitutional Officer that the classificationplan in effect in his/her office meets the minimum criteria for such plans as set outby the Compensation Board, the Constitutional Officer may reallocate positionsbased on a thorough review of job descriptions and class specifications. The

Code 19.2-332

22

Constitutional Officer may transfer base budget funds or use savings in turnover toprovide for the salary increase.

23

Delinquent Reimbursement Request Policy

The Compensation Board will notreimburse a locality or jail authority for salary,benefits or accrued annual leave resulting frompersonnel actions with an effective date morethan sixty (60) days prior to a transmission of a"change of status" via the Compensation Board'sautomated reimbursement system.

Reimbursements denied for failure to meetthe above requirements will be effective dated the first day of the month in whichnotification of the change of status is received by the Board.

Dismissal of Employees

Several state and federal laws along withnumerous state and federal court decisions have

limited Constitutional Officers' discretion in dismissing employees. While allhiring and firing decisions are made by the Constitutional Officer, prior todismissing an employee, Constitutional Officers should consult with their cityor county attorney. Employee dismissals of Compensation Board fundedpermanent employees must be reported to the Compensation Board on the SNIPchange of personnel status screens.

Employee Evaluation Plans

If you have certified to the Compensation Board that your office has anemployee performance evaluation plan, you must have established a plan whichprovides for at least a yearly review of each employee, a written positiondescription, and established evaluation items based on the position description. You will be asked annually, on the on-line budget system, to recertify yourparticipation in the employee evaluation plan.


Code 15.2-1604

24

Equipment

With some exceptions, the Compensation Board has approved all requests forPriority A (data processing equipment) and Priority B (office machines) equipmentfor Sheriffs, Treasurers, Directors of Finance, and Commissioners of the Revenue. Additionally, requests for Priority D (radios) equipment have been approved forSheriffs. The amount shown in your approved budget has been reduced by theapplicable fiscal stress factor for your locality (see Fiscal Stress, Appendix 4 ). Theamounts approved are for the specific items requested. Constitutional Officers whowish to purchase other equipment must request Compensation Board approval to doso.

All officers, with the exception of Clerks of the Circuit Court, may see whatequipment requests were approved by the Compensation Board by viewing the on-line approved budget on or after May 1.

Executive Management Training

The Compensation Board has authorized an additional allowance forConstitutional Officers admitted to the Weldon Cooper Center for Public Service atthe University of Virginia in Charlottesville, or the Virginia Executive Institutesponsored by Virginia Commonwealth University.

Each Constitutional Officer Association maynominate two officers for attendance at either the

Senior Executive Institute (SEI), or up to four officers to attend the Leading,Educating and Developing Program (LEAD) or the Virginia Executive Institute(VEI). Also, the Regional Jail Association may nominate one superintendent toattend SEI, or two Superintendents to attend LEAD or VEI. Admission to any ofthese programs is the responsibility of the individual nominated. TheCompensation Board will reimburse its share of the cost of the tuition only uponnotification by the association of the officer's nomination and payment of the tuitionby the local government. Travel, lodging, meals and incidentals not covered underthe tuition cost are the responsibility of the Association, local government or theindividual attendee. Admission to these sessions is limited and they fill up quickly.


25

In lieu of sending two individuals to SEI, each association has the flexibilityto nominate up to four individuals (2 for Regional Jail Association) to attend eitherLEAD or VEI.

The one week LEAD session runs several times a year. The FY2000sessions are: October 24-29, 1999; December 12-17, 1999; January 23-28, 2000(tentative); March 5-10, 2000 (tentative); and May 7-12, 2000 (tentative). The costof attending LEAD is $2,300. You may wish to contact Sheila Smith (804) 982-5514 for more information.

The Senior Executive Institute is a two week session. The dates for FY2000are July 18-30, 1999. The cost of attending is $3,800. For information on SEI callMelanie Gillies at (804) 982-5512.

VEI is a two week management program. The dates for VEI in FY2000 forthe fall session are September 13-17, 1999 and October 18-22, 1999. The dates forthe spring session had not been set by the time this manual went to print. In thepast, the first week of the spring session has been in May and the second week inJune. For more information regarding VEI, call Karen Washabau, VirginiaCommonwealth University, Office of Public Policy Training, at (804) 828-8845.

Fair Labor Standards Act

The Compensation Board does not budget for overtime pay. EachConstitutional Officer is responsible for his/her compliance with all phases of theFair Labor Standards Act (FLSA) e.g., compensating employees for working morethan 40 hours in a 7 day period (or for public safety officers more than 160 hourswithin a 28 day period).

As a Constitutional Officer, you must either have overtime paid by yourlocal government or you must implement an overtime leave policy consistent withthe FLSA. Under such a plan an employee earns time off in exchange for workingovertime. You are responsible for maintaining accurate records of hours worked byeach non-exempt (hourly) employee for FLSA purposes.

Should you have questions regarding theapplication of the FLSA to particular situations inyour office, please call the U. S. Department ofLabor. You may also wish to consult with yourcounty or city attorney to discuss overtime policy in

U.S. Department of LaborWage and Hour Division(804) 771-2995

26

your locality.

27

Fiscal Stress

Fiscal stress is a composite of a 3 variable index of a locality's stress onfinancial resources. The Compensation Board uses this index, as required by theAppropriation Act, to establish the Commonwealth's share in the purchase of allequipment for the offices of all of the Constitutional Officers, regional jails andregional drug prosecutors. Regional Jail and Drug Prosecutor stress factors arecalculated based on the participating locality’s stress factors; the CompensationBoard uses the highest stress factor for the participating localities.

Equipment reimbursements will be calculatedat the lesser of the requested amount or the state

contract price multiplied by the localities' current fiscal stress factor. For example,a request for a PC from an officer in Nelson County at $2,600 will result in a reimbursement calculated in the following manner:

PC requested $2,600Stress Factor ofNelson County 69.29%Price X Stress $2,600 X .6929Reimbursement Amount $1,801.54

Current fiscal stress factors may be found in Appendix 4. The fiscal stressfactor is not applied to equipment purchased with funds from the Clerks’Technology Trust Fund.

Fringe Benefits

Funding was approved for the Compensation Board to reimburse localgovernments for fringe benefits. The maximum reimbursable VRS rate is 6.86%effective July 1, 1999. Remember, reimbursement is based on the VRS rateapproved for the locality, or 6.86%, whichever is less.

VRS Group Life Insurance contributions will not be required in FY00, andconsequently, no reimbursements will be made for VRS Group Life Insurance inFY00.

Appropriation Act, Item 71

Appropriation Act, Item 71.

28

OASDI rates remain unchanged at 7.65% of taxable salary. As a reminder,OASDI is calculated on the first $72,600 of earnings in a calendar year at the7.65% rate. Beyond that dollar amount the rate falls to 1.45%. The CompensationBoard will change the deduction on the SNIP system as those employees orofficers’ salaries reach the maximum salary. Generally individual salaries reachthat point in the fourth quarter of the calendar year or just before.

Fringe Benefits are reimbursable based upon total Compensation Board paidsalaries. Clerks’ offices receive one-third reimbursement for benefits.

Fund Transfer Requests

You may request the transfer of budgetedfunds between categories (e.g., from permanentsalaries to temporary salaries) based oncircumstances which occur throughout the year.Requests should be submitted via the fund transferselection in the SNIP system. You must provide the

amount to be transferred, the source and the destination and the reason for thetransfer. Appendix (2) contains a worksheet to assist you in calculating fundsavailable for transfer from vacant positions, or you may access selection “V” formonthly detail and total available.

Transfer requests must be submitted by May15th for action within the fiscal year.

The request for transfers should occur prior to the expenditure of funds.Neither the Compensation Board nor your local government is obligated to

supplement your budget during the year.


Code 15.2-2506

29

Grievance Procedure

The Code of Virginia sets out specific guidelines for the establishment ofgrievance procedures for local governments. However, as a Constitutional Officer,your office is exempt from this law.

Internet Access

The Compensation Board has approved an annual increase to the base officeexpense budgets of all Constitutional Officers of $240 per year to offset expenses ofInternet access. These funds may be used for Internet Service Provider (ISP) costs,additional line charges, or payments to your locality if they provide Internet servicefor you.

Leave: Holidays, Vacation, Sick

Constitutional Officers must annually provide their permanent employees aminimum of two weeks paid vacation, at least seven sick days with pay and each of

the legal holidays recognized by the Commonwealth.

The Code of Virginia also provides for military leave for those members of any of the armedservices of the United States. Those employees shall

be entitled to 15 workdays per fiscal year of paid leave to perform military duties.

The Federal Family Medical Leave Act of 1993 (FMLA) established broadrights to unpaid leave for family emergencies and medical necessities. The FMLAentitles an eligible employee to take a total of up to 12 weeks of unpaid leaveduring any 12 month period for:

1. The birth of a child and the care of this child;2. The placement of a child for adoption or foster care;3. The care of a spouse or family member with a serious health condition; or4. A serious health condition that makes the employee unable to perform the

functions of his/her position.

Code 15.2- 1605

Code 44-93

30

Payoff of Accrued Compensatory/Overtime Leave

Constitutional Officers should be aware that accrued compensatory/ overtimeleave by employees can result in a significant financial liability to the ConstitutionalOfficers and/or the locality they serve. The Compensation Board has not beenfunded to reimburse overtime pay since 1991.

Constitutional Officers and City Managers/County Administrators shouldconstantly monitor the accrued compensatory/overtime leave balances of employeesof Constitutional Officers and take appropriate steps to ensure that amounts duedeparting employees for accrued compensatory/overtime leave do not result infinancial liability for Constitutional Officers and/or local governments.

Although the Compensation Board will remain uninvolved in overtimescheduling or approval, a line item is available in the SNIP system to processrequests for Compensation Board reimbursements for accrued compensatory/overtime leave due departing employees of Constitutional Officers.

Constitutional Officers may elect to transfer currently budgeted andavailable funds to this line item to obtain reimbursement for these non-stateliabilities. Alternatively, the Constitutional Officer may elect to hold the position ofthe departing employee vacant until such time as sufficient funds are available toreimburse the locality for payments made. Absent either of these elections, theCompensation Board will not approve additional funding in order to reimburse forthe payment of accrued compensatory/overtime leave.

Liability Insurance/Blanket Bond

The Division of Risk Managementprovides two types of coverage for officers andtheir employees. Liability insurance providesprotection against claims arising against you oryour employees for acts or omissions while acting

in an officialcapacity.

Code 2.1-526.8:1

31

The Compensation Board pays the full premium for this coverage for allofficers. However, the Board must recover 50% of this expense for Treasurers andCommissioners of Revenue. This payment will be noted as a negative authorizedentry to the Additional Allowances section on your July reimbursement request.

Blanket Bond coverage is also provided through Risk Management for allofficers and employees. The Compensation Board pays the premium in full for thiscoverage for all officers.

Should you have any questions about coverageor claims, contact the Division of Risk Management at (804) 786-3152.

Note: The Department of Risk Management shall not be liable for any claimsin which the covered party fails to comply with the conditions of the planestablished for Constitutional Officers. If you do not follow the procedures asset forth by the Department of Risk Management, you will not be coveredunder the plan.

Locality Responsibility

Counties and cities “shall appropriate as part of itsannual budget or in amendments thereto amounts for

salaries, expenses and other allowances for its Constitutional Officers that are notless than those established for such offices in the locality by the CompensationBoard…”.

Code 2.1-526.9

Code 15.2-2507

32

Maximum Rank Allocation

The Compensation Board provides for a maximum rank allocation for eachConstitutional Officer based on population. For Sheriffs, maximum rank allocationis based on population and responsibility (jail only, jail and law enforcement, lawenforcement only). You may, at any time, request the ‘rank due’ to your office bysubmitting a letter to the Board.

The maximum rank allocation table for each office is listed in the officerspecific sections of the manual.

Medical/Hospitalization Insurance

Local governments are required to pay premiums for this insurance coveragefor officers and their employees to the same extent as they provide it for their ownemployees. This expense is not reimbursable by the Compensation Board.

Office Expenses

In general, office expenses incurred in conductingbusiness are reimbursable by the Compensation Board andvary by officer. To determine which expenses arereimbursable and which are not, see your specific programsection. VALECO dues for the elected officer ONLY are

now considered areimbursable expense.

SNIP contains screens which itemize byprogram the non-reimbursable expenses. Office

space must be provided by the locality and is not reimbursable by the CompensationBoard. Your office expense budget has been approved at the amount approved July1, 1998, or the amount you requested, whichever is less.

Code 15.2-1517

Code 15.2-1639 and15.2-1636.15

33

Over Expenditures

Expenditures must be approved by your local governing body prior to beingmade. "No money shall be drawn from the treasury of the county, nor shall anyobligation for the expenditure of money be incurred, except pursuant to

appropriation resolutions…”

This language requires that your budget beapproved by your governing body and prohibits unauthorized deficits. Neitheryour local government nor the Compensation Board is under any legalobligation to increase their contribution to your operating budget during thefiscal year.

Overspending your approved budget may leave you personally liable forunapproved expenditures. If you anticipate the necessity for expenditures over andabove budgeted amounts, you should request additional funds from your localgoverning body or the Compensation Board prior to committing those funds.

Pay For Performance

Pay for Performance is a management tool thatties compensation to employee performance. TheCompensation Board recommends that each officerdesign and implement an employee evaluation plan. The General Assembly has NOT funded pay forperformance salary increases for FY00. SeeAppendix (3) for the minimum requirements allemployee evaluation plans must meet in order to becertified to the Compensation Board.

Code 15.2-520 and 15.2-827

34

Position Reallocation Policy

Vacant positions in offices in which the number of Full-Time Equivalentpositions (FTE's) exceeds the position count, by one or more full positions, as set

forth in the Compensation Board's staffing standardsshall not be filled.

For the remainder of the fiscal year in which thevacancy occurs, those vacancy savings may be transferred within the officeaccording to current transfer procedures. Any vacant positions held open inaccordance with this policy will be abolished and reallocated during the next budgetcycle and will be available to be filled on or after July 1 of the following fiscal yearin the office identified by the staffing standards as having the highest need.

Sheriffs’ Offices Only

The position reallocation policy will be used ONLY for Law Enforcementand Court Service Deputies.

Promotions/Demotions/Reclassifications

The Compensation Board will not honor anyrequest for state funding for a salary increase unlesssuch request is tied to a request for a promotion orreclassification. A promotion is defined as an actionplacing an employee in a vacant position of a highergrade.

The request should be made by completing theon-line CB Form-10 (see "Change of Status", page20). When requesting a promotion, a salary increaseMAY also be requested. The MAXIMUM salaryincrease is 4 steps or the minimum of the grade of thenew position, whichever is greater.


35

You must request both the promotion and a salary increase (if one is to begiven) for the salary to be affected. All salary increases MUST be funded withinyour current budget unless otherwise specifically approved by the CompensationBoard.

A demotion is defined as an action placingan employee in a vacant position of a lower grade. The request should be made bycompleting the on-line CB 10 screen. When requesting a demotion, a salarydecrease MAY also be requested and is typically the same number of steps in thatindividual's promotion. The MAXIMUM salary decrease is 4 steps per gradedemoted or step 21 of the grade being demoted to, whichever is greater.

A reclassification is defined as an action which changes the classificationof a position, e.g. from a SEC I to a SEC II. The position may be filled or vacant.Any salary increase as a part of a reclassification must be requested on the on-lineCB 10 screen from the officer and may not exceed the entry step of the higher gradeor 4 steps whichever is greater. A reclassification may be downward and mayresult in a decrease in salary of 4 steps per grade decreased.

Unless position classification authority has been delegated by theCompensation Board, all reclassification requests must be in writing and addressthe higher level of duties and responsibilities now assigned to the position. Acurrent job description detailing the percentage of time each duty occupies, mustaccompany the reclassification request. Salary increases associated with areclassification must be funded within your budgeted funds. Employee performanceor longevity of the incumbent in the position are not criteria for requestingreclassification. All classification actions must be approved by the CompensationBoard unless classification authority has been delegated by the Board.


36

Purchasing Personal Computers: Minimum Requirements forReimbursement

Provided that funds are budgeted, theCompensation Board will reimburse aConstitutional Officer's reasonable request for apersonal computer (PC) that meets the followingminimum specifications. Local governments mayalsopurchase

PC's using the vendor listing approved by theCommonwealth’s Department of GeneralServices’ Division of Purchasing and Supply. Questions regarding the vendor listing onstate contract for any data processingequipment should be directed to:

Unless the Compensation Board specifically grants a waiver, all personalcomputers for which reimbursement is requested must meet the followingminimum specifications.

Intel Pentium 350 Mhz with 512k level 2 cache (or compatible)64Mb RAM, expandable to 128MbPCI BusCompatibility with IBM PC3270 protocol4 gb HD storage with 13ms access time (PCI Controller)1 1.44 Mb 3.5 floppy disk drive15 Super VGA color monitor, 28 dot pitch, non-interlaced 1024 x 768; PCIvideo card with 4 Mb RAM and Windows accelerationTape back up unit or other back up device (Zip Drive or Iomega Drive)56.6kbps data/fax modemWindows 95 or greaterMicrosoft compatible PS/2 mouse12x24 CD ROM3 or more available PCI expansion slots200 W Power SupplyUninterruptable Power Supply or Surge ProtectorYear 2000 compliant BIOS and softwareSee appendix (1) for additional recommendations regarding PC

Janice Bain or Theresa HudginsContract OfficersDivision of Purchases and SupplyDepartment of General Services(804) 786-2397 or(804) 786-0267

37

specifications.

38

Record Retention

On-line processing of salary and expense reimbursements, requires that youmaintain complete and accurate records of expenses for local and state auditpurposes. Your submissions to the Compensation Board through SNIP will, inmost instances, not require hard copy documentation.

However, it is advisable that in using the on-line reimbursement, you also re-examine your method for maintaining receipts, vouchers and other necessarydocumentation of your expenditures. You should consult with your local auditor todetermine a record retention schedule that meets your local government's policy andaudit schedule. You may also wish to consult with your city or county attorneyconcerning any legal implications of your record retention policy.

The SNIP system has been designed to provide each locality with access toprior fiscal year records. On-line access will be available for the most recentcompleted fiscal year. At the end of FY99-00, the data from FY 97-98 will beremoved from the active, on-line environment to make room for the data from FY99-00. Those reimbursement requests which are removed from the on-lineenvironment will be stored at the Department of Information Technology.Additionally, a record of each locality's reimbursement records for all offices, forthe fiscal year will be provided to the locality for auditing purposes.

SNIP (State Network Interface Project)

Your electronic certification signature on theSNIP reimbursement request certifies yourcompliance with all applicable sections of the Codeof Virginia. This certification should becompleted by the 12th of each month. Failure tocertify by this date equates to lost interestaccruals for your locality. Should you identifydiscrepancies after your certification, please contactyour Compensation Board Technician immediatelyfor assistance.

39

Salaries

Local governments must pay Compensation Boardfunded staff at least the salary approved by theCompensation Board.

Counties and cities “shall appropriate as part of itsannual budget or in amendments thereto amounts forsalaries, expenses and other allowances for its

Constitutional Officers that are not less than those established for such offices in thelocality by the Compensation Board…”.

Principal Officer Salary:

These salaries are set by the GeneralAssembly and are set forth in theAppropriation Act. Effective December 1,1999 a 6.25% salary increase has been fundedfor all Constitutional Officers.

Specific salaries, by population group and duties, from July 1 to November30, 1999, and from December 1, 1999 until June 30, 2000 are listed in the officerspecific section.

Staff Salaries:

A 4% across-the-board salary increase has been funded for all permanentemployees, effective December 1, 1999. In addition, for all permanent employeesof Commonwealth’s Attorneys, Circuit Court Clerks, Treasurers, Directors ofFinance, and Commissioners of the Revenue, an additional step increase, equivalentto 2.25% will be provided effective December 1, 1999. For all permanentemployees of Sheriffs and regional jails, the following additional increases will beprovided, effective December 1, 1999: Secretarial, Administrative, Cook,Medical/Classification/Treatment/Records positions, an additional step increase,equivalent to 2.25%; and Communications Operator and Supervisor Positions,Grade 8-13 Deputy Positions, and Grade 7 Deputy Positions with a minimum of 1year of service as of December 1, 1999, an additional grade increase, equivalent to9.31%.

Code 15.2-1636.8

Code 15.2-2507


40

New Hires:

The Compensation Board will set the state contribution toward the salary of anew employee not previously employed in a Compensation Board reimbursedposition at not more than 9.3% greater than the most recent salary or the entry stepof the grade, provided that:

1) Previous job experience, duties andresponsibilities are directly and recently relatedto the vacant position and,

2) Funds are available in the officer's budget and,3) The salary step is within the range of the vacant

position.

Constitutional Officers should ensure that Compensation Boardapproval has been granted before offering a salary other than the first step toa job applicant.

Temporary Salaries:

Funding has been provided by the Compensation Board for a 6.34% salaryincrease for temporary personnel effective December 1, 1999. Budgeted amountsinclude this increase annualized over the 12 months beginning on July 1, 1999.

Salary Supplements:

With the exception of the Clerk of Circuit Court, there is no prohibitionagainst the local governing body supplementing the salaries of Constitutional

Officers or the salaries of their staff.


41

CLASSIFICATION AND PAY PLAN FOR SUPPORT PERSONNEL OF THE SHERIFF

JULY 1, 1999 - NOVEMBER 30, 1999

CLASS GRADE BELOW STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8 STEP 9 STEP 10 STEP 11 STEP 12 STEP 13 STEP 14 STEP 15 STEP 16 STEP 17 STEP 18 STEP 19 STEP 20 STEP 21

GC 4 15,207 15,548 15,898 16,256 16,622 16,996 17,378 17,768 18,169 18,578 18,996 19,423 19,861 20,307 20,765 21,232 21,709 22,198 22,697 23,208 23,730 24,264

SECI/CK ACOMOP

5 16,622 16,996 17,378 17,768 18,169 18,578 18,996 19,423 19,861 20,307 20,765 21,232 21,709 22,198 22,697 23,208 23,730 24,264 24,809 25,368 25,939 26,522

SECII/CK BCO SP

6 18,169 18,578 18,996 19,423 19,861 20,307 20,765 21,232 21,709 22,198 22,697 23,208 23,730 24,264 24,809 25,368 25,939 26,522 27,119 27,730 28,354 28,991

ADMSS 8 21,709 22,198 22,697 23,208 23,730 24,264 24,809 25,368 25,939 26,522 27,119 27,730 28,354 28,991 29,644 30,310 30,993 31,690 32,403 33,132 33,877 34,639

CLASS TITLE ABBREV GRADE CLASS TITLE ABBREV GRADE

GENERAL OFFICE CLERK GC

4

SECRETARY II SECII

6

SECRETARY I SECI

5

COOK B CK B

6

COOK A CK A

5

COMMUNICATIONS SUPERVISOR CO SP

6

COMMUNICATIONS OPERATOR COMOP

5

ADMIN STAFF SPECIALIST ADMSS

8

CLASSIFICATION AND PAY PLAN FOR LAW ENFORCEMENT, COURT SERVICES, AND CORRECTIONAL OFFICERS

JULY 1, 1999 - NOVEMBER 30, 1999


C/CS/L 7 21,247 21,726 22,214 22,715 23,226 23,748 24,282 24,829 25,386 25,957 26,542 27,139 27,749 28,373 29,012 29,665 30,333 31,015 31,714 32,426 33,155 33,902

C/CS/L 8 23,226 23,748 24,282 24,829 25,386 25,957 26,542 27,139 27,749 28,373 29,012 29,665 30,333 31,015 31,714 32,426 33,155 33,902 34,665 35,445 36,242 37,057

C/CS/L 9 25,386 25,957 26,542 27,139 27,749 28,373 29,012 29,665 30,333 31,015 31,714 32,426 33,155 33,902 34,665 35,445 36,242 37,057 37,891 38,743 39,615 40,506

C/CS/L 10 27,749 28,373 29,012 29,665 30,333 31,015 31,714 32,426 33,155 33,902 34,665 35,445 36,242 37,057 37,891 38,743 39,615 40,506 41,418 42,350 43,302 44,277

C/CS/L 11 30,333 31,015 31,714 32,426 33,155 33,902 34,665 35,445 36,242 37,057 37,891 38,743 39,615 40,506 41,418 42,350 43,302 44,277 45,273 46,292 47,334 48,398

C/CS/L 12 33,155 33,902 34,665 35,445 36,242 37,057 37,891 38,743 39,615 40,506 41,418 42,350 43,302 44,277 45,273 46,292 47,334 48,398 49,487 50,600 51,739 52,903

C/CS/L 13 36,242 37,057 37,891 38,743 39,615 40,506 41,418 42,350 43,302 44,277 45,273 46,292 47,334 48,398 49,487 50,600 51,739 52,903 54,093 55,310 56,554 57,826


CORRECTIONAL OFFICER C 7-13 LAW ENFORCEMENT OFFICER L 7-13

COURT SERVICES OFFICER CS 7-13

CLASSIFICATION AND PAY PLAN FOR MEDICAL, TREATMENT, AND CLASSIFICATION PERSONNEL

JULY 1, 1999 - NOVEMBER 30, 1999


P 7 13,854 14,166 14,484 14,810 15,142 15,484 15,832 16,189 16,553 16,925 17,306 17,696 18,093 18,501 18,917 19,343 19,778 20,223 20,677 21,142 21,618 22,104


42

MEDICAL _PMED

7

CLASSIFICATION _PCLS

7

TREATMENT _PTRT

7

RECORDS _PREC

7

P-PARTIAL REIMBURSEMENT

43

CLASSIFICATION AND PAY PLAN FOR SUPPORT PERSONNEL OF THE REGIONAL JAIL

JULY 1, 1999 - NOVEMBER 30, 1999


R_ _GC 4 15,207 15,548 15,898 16,256 16,622 16,996 17,378 17,768 18,169 18,578 18,996 19,423 19,861 20,307 20,765 21,232 21,709 22,198 22,697 23,208 23,730 24,264

RSEC1 R_CKA

5 16,622 16,996 17,378 17,768 18,169 18,578 18,996 19,423 19,861 20,307 20,765 21,232 21,709 22,198 22,697 23,208 23,730 24,264 24,809 25,368 25,939 26,522

RSEC2 R_CKB

6 18,169 18,578 18,996 19,423 19,861 20,307 20,765 21,232 21,709 22,198 22,697 23,208 23,730 24,264 24,809 25,368 25,939 26,522 27,119 27,730 28,354 28,991

RADMS 8 21,709 22,198 22,697 23,208 23,730 24,264 24,809 25,368 25,939 26,522 27,119 27,730 28,354 28,991 29,644 30,310 30,993 31,690 32,403 33,132 33,877 34,639


GENERAL OFFICE CLERK R_ _GC

4

SECRETARY 2 RSEC2

6

SECRETARY 1 RSEC1

5

COOK B R_CKB

6

COOK A R_CKA

5

ADMS RADMS

8

CLASSIFICATION AND PAY PLAN FOR REGIONAL JAIL OFFICERS

JULY 1, 1999 - NOVEMBER 30, 1999


R_ _C7

7 21,247 21,726 22,214 22,715 23,226 23,748 24,282 24,829 25,386 25,957 26,542 27,139 27,749 28,373 29,012 29,665 30,333 31,015 31,714 32,426 33,155 33,902

R_ _C8

8 23,226 23,748 24,282 24,829 25,386 25,957 26,542 27,139 27,749 28,373 29,012 29,665 30,333 31,015 31,714 32,426 33,155 33,902 34,665 35,445 36,242 37,057

R_ _C9

9 25,386 25,957 26,542 27,139 27,749 28,373 29,012 29,665 30,333 31,015 31,714 32,426 33,155 33,902 34,665 35,445 36,242 37,057 37,891 38,743 39,615 40,506

R_ C10 SUP10

10 27,749 28,373 29,012 29,665 30,333 31,015 31,714 32,426 33,155 33,902 34,665 35,445 36,242 37,057 37,891 38,743 39,615 40,506 41,418 42,350 43,302 44,277

R_ C11 SUP11

11 30,333 31,015 31,714 32,426 33,155 33,902 34,665 35,445 36,242 37,057 37,891 38,743 39,615 40,506 41,418 42,350 43,302 44,277 45,273 46,292 47,334 48,398

R_ C12 SUP12

12 33,155 33,902 34,665 35,445 36,242 37,057 37,891 38,743 39,615 40,506 41,418 42,350 43,302 44,277 45,273 46,292 47,334 48,398 49,487 50,600 51,739 52,903

R_ C13 SUP13

13 36,242 37,057 37,891 38,743 39,615 40,506 41,418 42,350 43,302 44,277 45,273 46,292 47,334 48,398 49,487 50,600 51,739 52,903 54,093 55,310 56,554 57,826

CLASS TITLE ABBREV GRADE

CORRECTIONAL OFFICER R_ _C 7-13

SUPERINTENDENT SUP 10-13

CLASSIFICATION AND PAY PLAN FOR MEDICAL, TREATMENT, AND CLASSIFICATION PERSONNEL IN REGIONAL JAILS

JULY 1, 1999 - NOVEMBER 30, 1999


RP 7 13,854 14,166 14,484 14,810 15,142 15,484 15,832 16,189 16,553 16,925 17,306 17,696 18,093 18,501 18,917 19,343 19,778 20,223 20,677 21,142 21,618 22,104

44


MEDICAL RPMED

7

CLASSIFICATION RPCLS

7

TREATMENT RPTRT

7

RECORDS RPREC

7

R-REGIONAL JAIL, P-PARTIAL REIMBURSEMENT, _-SPACE(S)

45

CLASSIFICATION AND PAY PLAN FOR EMPLOYEES OF THE COMMONWEALTH'S ATTORNEY INELIGIBLE TO ENGAGE IN PRIVATE PRACTICE

JULY 1, 1999 - NOVEMBER 30, 1999


SEC/JSEC/

DPAII

6 18,628 19,048 19,477 19,916 20,364 20,823 21,292 21,772 22,262 22,763 23,276 23,800 24,337 24,885 25,445 26,018 26,604 27,204 27,816 28,443 29,083 29,738

PA/JPA/AAI 7 20,364 20,823 21,292 21,772 22,262 22,763 23,276 23,800 24,337 24,885 25,445 26,018 26,604 27,204 27,816 28,443 29,083 29,738 30,408 31,093 31,794 32,510

AAII 9 24,337 24,885 25,445 26,018 26,604 27,204 27,816 28,443 29,083 29,738 30,408 31,093 31,794 32,510 33,242 33,991 34,756 35,539 36,340 37,158 37,995 38,851

ATTI/JATTI 13 34,756 35,539 36,340 37,158 37,995 38,851 39,726 40,621 41,535 42,471 43,428 44,406 45,406 46,429 47,474 48,544 49,637 50,755 51,898 53,067 54,262 55,485

ATTII 15 41,535 42,471 43,428 44,406 45,406 46,429 47,474 48,544 49,637 50,755 51,898 53,067 54,262 55,485 56,734 58,012 59,319 60,655 62,021 63,418 64,847 66,307

ATIII/DPIII 16 45,406 46,429 47,474 48,544 49,637 50,755 51,898 53,067 54,262 55,485 56,734 58,012 59,319 60,655 62,021 63,418 64,847 66,307 67,801 69,328 70,889 72,486

ATTIV 17 49,637 50,755 51,898 53,067 54,262 55,485 56,734 58,012 59,319 60,655 62,021 63,418 64,847 66,307 67,801 69,328 70,889 72,486 74,119 75,788 77,495 79,240


SECRETARY SEC 6 ATTORNEY I ATTI 13

JUVENILE JUSTICE SECRETARY JSEC 6 JUVENILE JUSTICE ATTORNEY I JATTI 13

DRUG PROSECUTOR ASSISTANT DPAII 6 ATTORNEY II ATTII 15

PARALEGAL ASSISTANT PA 7 ATTORNEY III ATIII 16

JUVENILE JUSTICE PARALEGAL JPA 7 DRUG PROSECUTOR DPIII 16

ADMINISTRATIVE ASSISTANT I AAI 7 ATTORNEY IV ATTIV 17

ADMINISTRATIVE ASSISTANT II AAII 9

** MAXIMUM GRADE ALLOWED IN LOCALITIES WITH POPULATIONS BELOW 45,000

GRADE 16, ATIII, PER SECTION 15.2-1627.1, CODE OF VIRGINIA

CLASSIFICATION AND PAY PLAN FOR EMPLOYEES OF THE COMMONWEALTH'S ATTORNEY ELIGIBLE TO ENGAGE IN PRIVATE PRACTICE

JULY 1, 1999 - NOVEMBER 30, 1999


SECA/JSECA 6 9,314 9,524 9,739 9,958 10,182 10,412 10,646 10,886 11,131 11,382 11,638 11,900 12,169 12,443 12,723 13,009 13,302 13,602 13,908 14,222 14,542 14,869

SECB/PAB/

JPAB

7 10,182 10,412 10,646 10,886 11,131 11,382 11,638 11,900 12,169 12,443 12,723 13,009 13,302 13,602 13,908 14,222 14,542 14,869 15,204 15,547 15,897 16,255

ATTA/JATTA 13 17,378 17,770 18,170 18,579 18,998 19,426 19,863 20,311 20,768 21,236 21,714 22,203 22,703 23,215 23,737 24,272 24,819 25,378 25,949 26,534 27,131 27,743

ATTB 15 20,768 21,236 21,714 22,203 22,703 23,215 23,737 24,272 24,819 25,378 25,949 26,534 27,131 27,743 28,367 29,006 29,660 30,328 31,011 31,709 32,424 33,154


SECRETARY A SECA 6 ATTORNEY A ATTA 13

JUVENILE JUSTICE SECRETARY A JSECA 6 JUVENILE JUSTICE ATTORNEY A JATTA 13

46

SECRETARY B SECB 7 ATTORNEY B ATTB 15

PARALEGAL ASSISTANT B PAB 7

JUVENILE JUSTICE PARALEGAL B JPAB 7

47

CLASSIFICATION AND PAY PLAN FOR EMPLOYEES OF THE CIRCUIT COURT CLERK

JULY 1, 1999 - NOVEMBER 30, 1999


MT 4 15,254 15,596 15,947 16,306 16,673 17,048 17,431 17,824 18,225 18,635 19,054 19,482 19,921 20,368 20,827 21,296 21,776 22,265 22,767 23,279 23,804 24,339

GOC/CTII 5 16,673 17,048 17,431 17,824 18,225 18,635 19,054 19,482 19,921 20,368 20,827 21,296 21,776 22,265 22,767 23,279 23,804 24,339 24,887 25,448 26,020 26,605

DCI/CASH 6 18,225 18,635 19,054 19,482 19,921 20,368 20,827 21,296 21,776 22,265 22,767 23,279 23,804 24,339 24,887 25,448 26,020 26,605 27,203 27,816 28,442 29,083

BKKR/SCT 7 19,921 20,368 20,827 21,296 21,776 22,265 22,767 23,279 23,804 24,339 24,887 25,448 26,020 26,605 27,203 27,816 28,442 29,083 29,737 30,405 31,091 31,790

AT/DCII 8 21,776 22,265 22,767 23,279 23,804 24,339 24,887 25,448 26,020 26,605 27,203 27,816 28,442 29,083 29,737 30,405 31,091 31,790 32,505 33,236 33,984 34,748

DCIII 9 23,804 24,339 24,887 25,448 26,020 26,605 27,203 27,816 28,442 29,083 29,737 30,405 31,091 31,790 32,505 33,236 33,984 34,748 35,531 36,330 37,148 37,984

AA 10 26,020 26,605 27,203 27,816 28,442 29,083 29,737 30,405 31,091 31,790 32,505 33,236 33,984 34,748 35,531 36,330 37,148 37,984 38,838 39,711 40,605 41,519

DCIV 11 28,442 29,083 29,737 30,405 31,091 31,790 32,505 33,236 33,984 34,748 35,531 36,330 37,148 37,984 38,838 39,711 40,605 41,519 42,453 43,408 44,384 45,384

ACCT 12 31,091 31,790 32,505 33,236 33,984 34,748 35,531 36,330 37,148 37,984 38,838 39,711 40,605 41,519 42,453 43,408 44,384 45,384 46,404 47,448 48,516 49,608

ACD 13 33,984 34,748 35,531 36,330 37,148 37,984 38,838 39,711 40,605 41,519 42,453 43,408 44,384 45,384 46,404 47,448 48,516 49,608 50,725 51,866 53,033 54,226

CDCI 14 37,148 37,984 38,838 39,711 40,605 41,519 42,453 43,408 44,384 45,384 46,404 47,448 48,516 49,608 50,725 51,866 53,033 54,226 55,447 56,694 57,970 59,274

COMP 15 40,605 41,519 42,453 43,408 44,384 45,384 46,404 47,448 48,516 49,608 50,725 51,866 53,033 54,226 55,447 56,694 57,970 59,274 60,608 61,972 63,366 64,791

CDCII 16 44,384 45,384 46,404 47,448 48,516 49,608 50,725 51,866 53,033 54,226 55,447 56,694 57,970 59,274 60,608 61,972 63,366 64,791 66,250 67,739 69,264 70,822

CDC 3 18 53,033 54,226 55,447 56,694 57,970 59,274 60,608 61,972 63,366 64,791 66,250 67,739 69,264 70,822 72,415 74,044 75,710 77,413 79,155 80,936 82,758 84,620


MICROFILM TECHNICIAN MT 4 CHIEF DEPUTY CLERK I CDCI 14

GENERAL OFFICE CLERK GOC 5 COMPTROLLER COMP 15

CLERK TYPIST II CTII 5 CHIEF DEPUTY CLERK II CDCII 16

DEPUTY CLERK I DCI 6 CHIEF DEPUTY CLERK III CDC 3 18

CASHIER CASH 6

BOOKKEEPER BKKR 7 POPULATION GROUP MAXIMUM GRADE CLASS TITLE

SENIOR CLERK TYPIST SCT 7

ACCOUNTING TECHNICIAN AT 8 0 - 9,999 8 DCII

DEPUTY CLERK II DCII 8 10,000 - 19,999 9 DCIII

DEPUTY CLERK III DCIII 9 20,000 - 39,999 11 DCIV

ADMINISTRATIVE ASSISTANT AA 10 40,000 - 69,999 13 ACD

DEPUTY CLERK IV DCIV 11 70,000 - 99,999 14 CDCI

ACCOUNTANT ACCT 12 100,000 - 249,999 16 CDCII

ASSISTANT CHIEF DEPUTY ACD 13 250,000 - & ABOVE 18 CDC 3

48

CLASSIFICATION AND PAY PLAN FOR EMPLOYEES OF THE TREASURERS

JULY 1, 1999 - NOVEMBER 30, 1999


GC/CTII 4 15,214 15,556 15,907 16,265 16,631 17,005 17,389 17,780 18,180 18,589 19,007 19,434 19,872 20,318 20,776 21,243 21,721 22,209 22,709 23,219 23,742 24,276

FA/DI/SECI 5 16,631 17,005 17,389 17,780 18,180 18,589 19,007 19,434 19,872 20,318 20,776 21,243 21,721 22,209 22,709 23,219 23,742 24,276 24,822 25,380 25,951 26,536

DII/SECII 6 18,180 18,589 19,007 19,434 19,872 20,318 20,776 21,243 21,721 22,209 22,709 23,219 23,742 24,276 24,822 25,380 25,951 26,536 27,133 27,743 28,367 29,005

DIII/AA 8 21,721 22,209 22,709 23,219 23,742 24,276 24,822 25,380 25,951 26,536 27,133 27,743 28,367 29,005 29,658 30,325 31,008 31,704 32,418 33,147 33,894 34,656

DIV 9 23,742 24,276 24,822 25,380 25,951 26,536 27,133 27,743 28,367 29,005 29,658 30,325 31,008 31,704 32,418 33,147 33,894 34,656 35,436 36,234 37,049 37,882

CDI 10 25,951 26,536 27,133 27,743 28,367 29,005 29,658 30,325 31,008 31,704 32,418 33,147 33,894 34,656 35,436 36,234 37,049 37,882 38,734 39,605 40,497 41,409

CDII 11 28,367 29,005 29,658 30,325 31,008 31,704 32,418 33,147 33,894 34,656 35,436 36,234 37,049 37,882 38,734 39,605 40,497 41,409 42,340 43,293 44,268 45,263

CDIII 13 33,894 34,656 35,436 36,234 37,049 37,882 38,734 39,605 40,497 41,409 42,340 43,293 44,268 45,263 46,282 47,323 48,388 49,477 50,590 51,729 52,893 54,083

CDIV 14 37,049 37,882 38,734 39,605 40,497 41,409 42,340 43,293 44,268 45,263 46,282 47,323 48,388 49,477 50,590 51,729 52,893 54,083 55,300 56,544 57,817 59,118

CLASS TITLE ABBREV GRADE POPULATION GROUP MAXIMUM GRADE CLASS TITLE

GENERAL OFFICE CLERK GC 4 0 - 9,999 6 DII

CLERK TYPIST II CTII 4 10,000 - 19,999 8 DIII

FISCAL ASSISTANT FA 5 20,000 - 39,999 9 DIV

DEPUTY I DI 5 40,000 - 69,999 10 CDI

SECRETARY I SECI 5 70,000 - 99,999 11 CDII

DEPUTY II DII 6 100,000 - 174,999 13 CDIII

SECRETARY II SECII 6 175,000 - 249,999 13 CDIII

DEPUTY III DIII 8 250,000 - & ABOVE 14 CDIV

ADMINISTRATIVE ASSISTANT AA 8

DEPUTY IV DIV 9

CHIEF DEPUTY I CDI 10

CHIEF DEPUTY II CDII 11

CHIEF DEPUTY III CDIII 13

CHIEF DEPUTY IV CDIV 14

49

CLASSIFICATION AND PAY PLAN FOR EMPLOYEES OF THE COMMISSIONERS OF THE REVENUE

JULY 1, 1999 - NOVEMBER 30, 1999


GC/CT 4 15,214 15,556 15,907 16,265 16,631 17,005 17,389 17,780 18,180 18,589 19,007 19,434 19,872 20,318 20,776 21,243 21,721 22,209 22,709 23,219 23,742 24,276

TEI/DI/SE

CI

5 16,631 17,005 17,389 17,780 18,180 18,589 19,007 19,434 19,872 20,318 20,776 21,243 21,721 22,209 22,709 23,219 23,742 24,276 24,822 25,380 25,951 26,536

DII/SECII 6 18,180 18,589 19,007 19,434 19,872 20,318 20,776 21,243 21,721 22,209 22,709 23,219 23,742 24,276 24,822 25,380 25,951 26,536 27,133 27,743 28,367 29,005

MT 7 19,872 20,318 20,776 21,243 21,721 22,209 22,709 23,219 23,742 24,276 24,822 25,380 25,951 26,536 27,133 27,743 28,367 29,005 29,658 30,325 31,008 31,704

DIII/AA 8 21,721 22,209 22,709 23,219 23,742 24,276 24,822 25,380 25,951 26,536 27,133 27,743 28,367 29,005 29,658 30,325 31,008 31,704 32,418 33,147 33,894 34,656

DIV 9 23,742 24,276 24,822 25,380 25,951 26,536 27,133 27,743 28,367 29,005 29,658 30,325 31,008 31,704 32,418 33,147 33,894 34,656 35,436 36,234 37,049 37,882

CDI 10 25,951 26,536 27,133 27,743 28,367 29,005 29,658 30,325 31,008 31,704 32,418 33,147 33,894 34,656 35,436 36,234 37,049 37,882 38,734 39,605 40,497 41,409

CDII 11 28,367 29,005 29,658 30,325 31,008 31,704 32,418 33,147 33,894 34,656 35,436 36,234 37,049 37,882 38,734 39,605 40,497 41,409 42,340 43,293 44,268 45,263

CDIII 13 33,894 34,656 35,436 36,234 37,049 37,882 38,734 39,605 40,497 41,409 42,340 43,293 44,268 45,263 46,282 47,323 48,388 49,477 50,590 51,729 52,893 54,083

CDIV 14 37,049 37,882 38,734 39,605 40,497 41,409 42,340 43,293 44,268 45,263 46,282 47,323 48,388 49,477 50,590 51,729 52,893 54,083 55,300 56,544 57,817 59,118

CLASS TITLE ABBREV GRADE POPULATION GROUP MAXIMUM GRADE CLASS TITLE

GENERAL OFFICE CLERK GC 4 0 - 9,999 6 DII

CLERK TYPIST CT 4 10,000 - 19,999 8 DIII

TAX EXAMINER I TEI 5 20,000 - 39,999 9 DIV

DEPUTY I DI 5 40,000 - 69,999 10 CDI

SECRETARY I SECI 5 70,000 - 99,999 11 CDII

DEPUTY II DII 6 100,000 - 174,999 13 CDIII

SECRETARY II SECII 6 175,000 - 249,999 13 CDIII

MAPPING TECHNICIAN MT 7 250,000 - & ABOVE 14 CDIV

DEPUTY III DIII 8

ADMINISTRATIVE ASSISTANT AA 8

DEPUTY IV DIV 9

CHIEF DEPUTY I CDI 10

CHIEF DEPUTY II CDII 11

CHIEF DEPUTY III CDIII 13

CHIEF DEPUTY IV CDIV 14

50

Software Reimbursement Policy

The Compensation Board recognizes the prevalence of commercial, "off theshelf" software and the prevalence of bundling software and an operating systemwith a new personal computer. Reimbursement for commercially available

software will be allowed as long as the followingconditions are met:

Reimbursement must be within the office'sbudget.Funds must be available at the time of therequest.Operating system or software which comeswith a new PC is reimbursable as part of thetotal package price.Software must be for legitimate business purposes.

Special Defense Counsel

Attorney fees not reimbursed through the coverage by the Department of Risk Management may bereimbursed by the Compensation Board under thefollowing guidelines:

The defense of civil actions against aTreasurer or Commissioner of the Revenue arereimbursed at 50% of the total costs incurred.

The defense of civil actions against a Commonwealth's Attorney, Sheriff orClerk of the Circuit Court are reimbursed at 100% of the total costs incurred.

Expenses incurred in the defense of the principal officer and deputies orassistants of those officers from charges arising out of the performance of their


Code 15.2-1606 and 15.2-1636.14

51

official duties, are reimbursable.The defense of criminal charges arising out of

the performance of a sheriff's official duties isreimbursable at two thirds of the total costs incurred

if the individual is found not guilty or the charges are dropped.

A copy of the court order appointing the attorney, the reason for needingspecial counsel and an itemized list of expenses including miles traveled and hoursworked must be filed with the Compensation Board. Reimbursement must be

requested no later than the month following thepayment by the locality.

Staffing Standards

Based upon the recommendations of the Constitutional Officer Associations,the Compensation Board has approved workload based staffing standards for theallocation of new positions for all Constitutional Officers. The Treasurers’Association of Virginia, the Virginia Court Clerks’ Association, the VirginiaSheriffs Association and the Commissioners of the Revenue Association ofVirginia have appointed audit committees to verify the accuracy of workload datasubmitted. Current standards are found in the officer specific section of the manual.

Vacant Positions

Constitutional Officers are required to advertise vacancies within their office"... in a newspaper having general circulation or a state or local government job

placement service...".

After the selection process has beencompleted, the officer may offer the first step of the

salary grade of the vacant position without review by the Compensation Board.

It is the responsibility of the Compensation Board to set the level of statecontribution toward salaries of all permanent staff of Constitutional Officers. Inorder to carry out this task, the Board requires justification, submitted on-line, inorder to approve a beginning salary rate in excess of the first step of the salary

Code 15.2-1711



Code 15.2-1604

52

grade.

You should obtain Compensation Boardapproval of the request on the on-line CB Form-10

prior to offering a salary which exceeds the entry step of the grade.

Worker Compensation Claims

In instances where an employee receives benefits from Worker'sCompensation while remaining on the Compensation Board payroll, the payrollofficer or local treasurer must ensure that those funds are returned to theCommonwealth.

This can be accomplished by sending either the original worker'scompensation benefits checks or a check drawn on the locality for the amount theemployee received, directly to the Compensation Board.

Permanent payroll expenditure amounts will bereduced by this credit and those dollars may be madeavailable for other uses by the Constitutional Officerupon request to the Compensation Board.

Year End Procedures

The end of the fiscal year (June 30) is busy for both the ConstitutionalOfficer and the staff of the Compensation Board. In order to close-out the year asquickly and cleanly as possible, keep these items in mind.

1) All requests for transfer of funds must be received by the CompensationBoard no later than May 15 in order to ensure processing within thecurrent fiscal year.

2) Be aware that your office will have to complete both the May and theJune payroll and expenditure requests in the month of June.

3) Budgeted funds not spent within the current fiscal year do not carryoverinto the next fiscal year.

Code 15.2-1636.8

Virginia Workers’Compensation Commission(804) 367-8600

53

Program Specific Sections

Sheriffs

Regional Jail Superintendents

Commonwealth’s Attorneys

Treasurers, Directors of Finance, andCommissioners of the Revenue

Clerks of the Circuit Courts

54

Sheriffs

Duties of Sheriffs

“The Sheriff shall exercise all the powers conferred and perform all the dutiesimposed upon Sheriffs by general law.”

Standard uniforms and motor vehicle markings areset out in the Code of Virginia for all Sheriffs’departments. Your governing body is required to

provide your department with the uniform requirements set forth in the Code ofVirginia.


The Compensation Board will provide an additional allowance for physicalexaminations for newly hired deputies in positions reimbursed as full-time by theCompensation Board. The maximum reimbursement is set at $100.00 per physicalexamination.

An additional allowance is reimbursed by theCompensation Board for guard duty. At thediscretion of the court, when it becomes necessary toemploy a guard for the safekeeping of a prisoner, the

court establishes appropriate compensation for such guard not to exceed the hourlyequivalent rate of a deputy performing similar services in the locality.

Code 15.2-1609, 53.1-121

Code 15.2-1610,1611,1613


Code 19.2-328, 53.1-9353.1-94

55

Office/Vehicle Expenses

Your office and vehicle expense budget has been approved at the sameamount approved July 1, 1999, or the amount yourequested, whichever is less.

Listed below are reimbursable officeexpenses:

Virginia Sheriffs’ Association Dues (SheriffOnly)VALECO dues (Sheriff Only)Internet access costs (line charges, ISP costsor locality service charges)Office suppliesPostageTelephone serviceRepairs to office furniture and equipmentPremiums for burglary and other insuranceVehicle Lease or Purchase/Maintenance ExpensesVehicle Expenses

Purchases of gasoline, tires and batteries and new vehicles may bereimbursed under this combined expense account.

Non-Reimbursable Expenses

The following are not reimbursable by theCompensation Board:

Notary Public seal, fees or applicationAudit servicesTelephone equipment installation costs

Subscriptions to periodicals, newspapers, Code of VirginiaName tags, desk signs, business cards, camerasChair mats, custom software, calculator maintenance contractsTaxesWeapons and ammunition

If you have any questions concerning the reimbursable nature of any expense,

Code 14.1-80


56

please call the Compensation Board prior to expenditure.

57

Emergency Correctional Officers

Consistent with the provisions of the Appropriation Act, in jails whereovercrowding has been reduced, certain "Emergency" Correctional Officers (EC-7's) have been reclassified to alternative to incarceration positions or court servicespositions. If the sheriff's office was not due additional positions based upon

staffing standards, the emergency position(s) wasabolished.

“The Compensation Board is directed toexamine the current level of crowding of inmates in

local jails...and to reallocate or reduce temporary positions among local jails as maybe required, consistent with the provisions of this act.”

Any EC-7 position(s) included in your FY00 budget were allocated to meetneeds in your office due to overcrowded conditions existing in the jail facility. AllEC-7 positions are allocated on a year-to-year basis. If overcrowding is reducedor eliminated in your jail, the position(s) will be removed in the following year’sbudget. Should funding not be available to the Compensation Board for emergencypositions in future fiscal years, the positions will be abolished.

New Full-Time Positions

Additional full-time positions have been approved only for new jailconstruction and to meet minimum standards.

Emergency Medical Payments

Jails which incur emergency medical expensesfor a state responsible inmate may submit a requestto the Compensation Board for reimbursement ofthose expenses following payment by the localgovernment. Requests are submitted on a CB Form-

20 Rev. 2/99 (pages 57-58) no later than the first of November (for months Maythrough October) and the first of May (for months November through April).

Appropriation Act, Items 70,72

Code 53.1-2053.1-133.01

58

Submission of the CB Form-20 includes certification of both payment by thelocality and of the facility having implemented the Department of Corrections' Model Plan for Jail Prisoner Medical Treatment Programs.

Medical, Treatment and Inmate Classification Positions

These positions, denoted as “PCLS”, “PMED”, “PREC” or “PTRT”, arebudgeted and reimbursed by the Compensation Board at two-thirds of their

Compensation Board approved salaries.

The salary you see on your approved FY00Budget and in SNIP is the Compensation Board's two-thirds contribution towardthe total salary. The locality is required to provide a one third salary match. Totalcompensation for each of these positions may not be less than the CompensationBoard funding and the localities' matching third. The Compensation Board funds

the Commonwealth's proportional share of the fringebenefits for these positions.

Jail Per Diem Payments

Jail per diem rates remain unchanged. Per diem payments for those inmatesarrested on a state warrant and housed in a local or regional jail will be based on$8.00 per inmate day and will be paid in the same manner as in FY99. Localitiesmay continue to use these per diems to operate pre-trial or alternative to

incarceration programs.

An additional $14.00 per prisoner daycontinues to be paid for those held on jail farms. In addition to the $8.00 perprisoner day funds there are two categories of $6.00 per prisoner day payments forstate responsible inmates.

1) For felonies committed prior to January1, 1995:

Payment begins on the 61st day after the day the clerk mails orelectronically submits the final sentencing order for those felons




Code 53.1-1 53.1-84

59

sentenced to more than 2 years. 2) For felony convictions on or after January 1, 1995:

Payment begins on the 61st day after the day the clerk mails orelectronically submits the final sentencing order for those felonssentenced to one year or more.

An additional payment of $14.00 per prisoner day will be paid for those stateresponsible inmates held in beds in those facilities that have entered into a JailContract Bed Program with the Department of Corrections.

Additional payments are not made for convicted felons held awaiting trial onadditional felony charges or for convicted felons who remain incarcerated in a localfacility at the request of the locality.

Language in the Appropriation Act requiresthe Compensation Board to recover 50% of statefunded personnel costs for the percentage of a

facility’s inmate population that are Federal prisoners and/or inmates fromanother state held by contractual agreement. This recovery will be handled onLIDS and your monthly certification and approval screens will indicate the amountof recovery incurred in that month.

Additionally, the Compensation Board is required to withhold per diempayments to any facility which houses more Federal inmates than they contract forholding state responsible inmates through the Department of Corrections’ JailContract Bed Program.


60

Deputy SalariesThe Code of Virginia allows for a Sheriff to

employ temporary personnel needed to preserveproper order or otherwise to aid the court in itsproper operation and functioning. However, you

may not exceed the hourly equivalent of the minimum annual salary paid a full-timedeputy sheriff who performs like services in the same county or city. Mileage andother expenses for rendering the services shall be paid for each person, and paid outof the budget allotted to the Sheriff as approved by the Compensation Board.

Sheriffs’ Salary

Principal Officers Salary from Appropriation Act

72-A.1. The annual salaries of the Sheriffs of the several counties and citiesof the Commonwealth shall be as hereinafter prescribed, according to thepopulation of the city or county served and whether the Sheriff is charged with civilprocessing and court room security responsibilities only, or the addedresponsibilities of law enforcement or operation or a jail, or both. Execution ofarrest warrants shall not, in and of itself, constitute law enforcement responsibilitiesfor the purpose of determining the salary for which a Sheriff is eligible.

2. The salary of any Sheriff serving a county and city which operated a jailon July 1, 1998, which subsequently closed, shall not be reduced until the last dayof the month in which a regional jail serving the county and city begins to houseinmates.

Code 19.2-328, 53.1-93

61

No law enforcement or jail responsibility

December 1, 1998 toNovember 30, 1999


Less than 10,000 44,940 47,749

10,000-19,999 49,933 53,054

20,000-39,999 55,481 58,949

40,000-69,999 61,646 65,499

70,000-99,999 68,.497 72,778

100,000-174,999 76,106 80,863

175,000-249,999 80,112 85,119

250,000 and above 89,981 95,605

Law enforcement or Jail



Less than 10,000 47,829 50,818

10,000-19,999 54,976 58,412

20,000-39,999 60,414 64,190

40,000-69,999 65,667 69,771

70,000-99,999 72,963 77,523

100,000-174,999 81,070 86,137

175,000-249,999 85,337 90,671

250,000 and above 95,303 101,259

62

Law enforcement and Jail



Less than 10,000 48,806 51,856

10,000-19,999 56,098 59,604

20,000-39,999 61,646 65,499

40,000-69,999 67,006 71,194

70,000-99,999 74,452 79,105

100,000-174,999 82,725 87,895

175,000-249,999 87,079 92,521

250,000 and above 96,754 102,801

63

Cafeteria Plan Worksheet For Officers/Employees

Use this section if salary is not supplemented by the locality

A. $_________ COMPENSATION BOARD MONTHLY SALARY (“Mo CB Sal”)

B. - __________ TOTAL PREMIUM(S)/FLEX BENEFIT(S) DEDUCTED BEFORE TAXES

C.= _________ MONTHLY TAXABLE SALARY(enter this amount in SNIP “Mo Tax Sal” Column)

Use this section ONLY if Salary Is Supplemented By The Locality

A. $_______ MONTHLY SALARY REIMBURSABLE BY THE STATE (“Mo CB Sal”)

B. / ________ TOTAL MONTHLY SALARY (“Mo CB Sal” plus supplement by locality)

C. = ________ PERCENT OF STATE REIMBURSEMENT D. $_______ TOTAL PREMIUM(S)/FLEX BENEFIT(S) PAID BY THE OFFICER/EMPLOYEE

E X_______ ITEM “C” ABOVE (PERCENT OF STATE REIMBURSEMENT)

F.= $_______ PREMIUM(S)/FLEX BENEFIT(S) ALLOCABLE TO STATE

G $_______ ITEM “A” ABOVE: COMPENSATION BOARD MONTHLY SALARY (“CB Mo Sal”)

H - _______ ITEM “F” ABOVE: PREMIUM(S)/FLEX BENEFIT(S) ALLOCABLE TO STATE

I = _______ MONTHLY TAXABLE SALARY(enter this amount in SNIP “Mo Tax Sal” Column)

** PLEASE DO NOT ENTER THE AMOUNT ABOVE (“I”) IN THE “Mo CB Sal” COLUMN **

Sel: _ 97/02 Loc: 888 Off: 320 Name: OFFICER’S NAME 804-786-0787 Pos SSN Last Name Int New Name Class CB P: 2 Mo CB Sal Mo Tax Sal Mo Pay Sal OASDI Retire Gp Ins Tot Sal SCBRUM02 00003 888888888 JOHNSON BA ____________ AAII 23401.00 1950.08 1950.08 149.18 81.51 2180.77. __1950.08 1496.98 1950.08 114.52 81.51 2146.11

IF ONE OF YOUR EMPLOYEES PARTICIPATES IN THE CAFETERIA PLAN, YOU MUSTADJUST THE “MO TAX SAL” WHENEVER ANY OF THE FOLLOWING OCCURS:

1. The employee’s deduction increases or decreases (i.e. insurance premium).2. Employees receive a Compensation Board salary increase.3. Locality supplements the employees’ salaries and the supplement is increased.

If you do not know what the pre-tax deductions are, please contact the payroll person in your locality.

64

CB FORM 10-MD (5/95)

COMMONWEALTH OF VIRGINIACOMPENSATION BOARD

Report of Selection or Removal ofOfficer/Deputy from Career Development Program

PART I: SELECTION TO CAREER DEVELOPMENT PROGRAM

NAME: ____________________________________ POSITION #: _____________________________________

CURRENT CURRENTSOCIAL SECURITY #: _______________________ GRADE: _________ SALARY: $_________________

EMPLOYMENT DATE REQUESTED REQUESTEDIN THIS OFFICE: ___________________________ GRADE: _________ SALARY: $_________________

EFFECTIVE DATE OF SELECTION: ________________________

I certify that this office has an Employee Evaluation Plan and Career Development Plan, both ofwhich meet the minimum criteria set by the Compensation Board for such plans. I further certify thatthe above named individual meets all of the criteria established in this office's Career DevelopmentPlan.

______________________________ ___________________________________________Signature of Sheriff/Superintendent Printed Name Date

________________________________________________________________________________Locality

PART II: REMOVAL FROM CAREER DEVELOPMENT PROGRAM

NAME: ____________________________________ POSITION #: _____________________________________



EFFECTIVE DATE OF SELECTION IN CDP: _________________________

EFFECTIVE DATE OF REMOVAL FROM CDP: _________________________

I certify that the above named individual no longer meets all of the criteria established in this office'sCareer Development Plan and a reduction in grade and salary is requested.


________________________________________________________________________________Locality

65

CB Form-20 (Revised 2/99)

DATE: _________________________________

TO: Compensation Board

FROM: ___________________________________________________________________________________________________

SUBJECT: Request for reimbursement of medical emergency services rendered to __________________________________, a "state responsible" inmate. (Name of Inmate)

PART A: 1. Offense Date: ________________________

2. Social Security Number: ________________

3. Institution Number: ____________________

4. Dates of current incarceration: From ____________To____________

5. Date of prisoner’s final felony conviction and identification ofcharges (e.g. larceny, rape, etc.):________________________________________________________________________________________________________________

6. Length of sentence: _______________________________________

PART B: TO BE COMPLETED BY DOCTOR, NURSE OR OTHER QUALIFIEDMEDICAL PERSONNEL—Medical description of nature of medical emergency. Illness or injury? If injury, how did it occur? (Please attach copy of dischargesummary or an explanation as to why a copy cannot be obtained):____________________________________________________________________________________________________________________________________________________________________________________

PART C: Has another request for reimbursement of medical bills been filed on thisindividual? YES NO If “yes”, please provide date: _____________

PART D: Total amount that has been spent by your locality for medical supplies for the jailand for medical services performed by hospitals, doctors, etc. outside your facility(this total should include expenses incurred for ALL other such emergencies sinceJuly 1 of the current fiscal year to date):

PART E: Determine your per diem estimate shown in the Compensation Board Jail Funding

66

estimate memo dated May 1: $_______________ PART F: Total dollar amount budgeted by your facility for medical supplies and

emergencies for the current fiscal year: $________________NOTE: To qualify for reimbursement, this amount must be 10% or more ofthe amount show in paragraph E.

PART G: 1. Date or dates prisoner received treatment: _____________________

2. Was prisoner state responsible? YES NO (circle one)INQUIRE ON CONFINEMENT INFORMATION LIDS SCREEN TOSEE IF INMATE WAS STATE RESPONSIBLE ON DATE SHOWNABOVE (PART G, LINE 1). REASON 22 OR 28.

Date of Amount Service Service Rendered by Hospital/Doctor Claimed

____________ ______________________________ ________

____________ ______________________________ ________

____________ ______________________________ ________

____________ ______________________________ ________

____________ ______________________________ ________

____________ ______________________________ ________

TOTAL ________

I certify the above information is correct to the best of my knowledge and the attached invoiceshave been presented to the locality for payment. I also certify that I have adopted theDepartment of Corrections Model Plan for Jail Prisoner Medical Treatment Program.

___________ ___________________________________ Date Sheriff/Jail Superintendent

I certify the attached invoices have been paid by the locality.

___________ ___________________________________ Date Chief Disbursing Officer

NOTE: You need to retain an original copy of this form on file to photocopy each time arequest is made.

67

EXPLANATION OF ITEMS REQUESTEDON CB FORM-20 (Revised 2/99)

ADDRESS: 1. Date form is completed.

2. Name and address of Sheriff’s Department, Jail Farm orRegional Jail submitting request.

3. Name of individual who received the medical services.

PART A: 1. Offense Date

2. Social Security Number

3. Institution Number

4. Beginning and ending dates of incarceration during which the medicalemergency occurred. (If prisoner is still incarcerated at the time of requestwrite PRESENT after TO.)

5. Date of prisoner’s final felony conviction and identification of charges(e.g., larceny, rape, etc.).

6. Length of prisoners sentence (must be two years or more if the felonywas committed prior to 1/1/95, or one year or more if the felony wascommitted on or after 1/1/95, in order to qualify for reimbursement).

PART B: Please have doctor, nurse or other qualified medical personnel briefly describe thenature of the medical emergency. If emergency is result of an injury occurred. Finally, please submit a copy of the discharge summary or an explanation as towhy a copy cannot be obtained.

PART C: If you have previously filed for reimbursement for this individual please indicateby responding “YES” and give date.

PART D: Please indicate the total amount that has been spent to date by your locality formedical supplies for the jail and for medical services performed by hospitals,doctors, etc. outside of your facility (i.e., this total should include expensesincurred for all other such emergencies since July 1 of the current fiscal year todate.)

PART E: Determine your per diem estimate shown in the Compensation Board Jail Fundingestimate memo dated May 1.

68

PART F: Total dollar amount budgeted for your facility for medical supplies andemergencies for the current fiscal year. (To qualify for reimbursement, thisamount must be 10% or more of the amount shown in paragraph E, above.)

PART G: 1. Date or dates prisoner received treatment.

2. Determine if prisoner was state responsible. INQUIRE ON CONFINEMENT INFORMATION LIDS SCREENTO SEE IF INMATE WAS STATE RESPONSIBLE ON DATESHOWN ABOVE (PART G, LINE 1). REASON 22 OR 28.

3. Provide the name of the doctor, hospital or professional providing medicalservice.

4. Amount of invoice or portion of invoice for which you are requestingreimbursement.

NOTE: The information for Items 1, 2 and 3 is to be taken from theinvoice and the information to be entered in these columns is to be asummary total of each invoice.

5. Date and signature of Sheriff, Jail Superintendent or Jail FarmSuperintendent which certifies that information is correct, and that theSheriff has adopted the Department of Corrections Model Plan for JailPrisoner Medical Treatment Program.

6. Date and certification by locality of payment to the health care provider.

NOTE: The Compensation Board will not consider reimbursement unless it iscertified the invoice has been paid by the locality.

69

Staffing Standards

Compensation Board Criteria For Allocating New Positions In Sheriffs’ Offices

In determining the allocations of additional positions, the CompensationBoard considers the following criteria:

1. The position (or positions) must be requested by the Sheriff as part of theCompensation Board annual budget process.

2. The position requested must perform only statutorily prescribed duties for theSheriff's office.

3. The Sheriff's office must have a PC, or be connected to the city/countysystem or have such systems scheduled for installation within 12 months.

4. Funds and positions must be appropriated by the General Assembly.

5. The Compensation Board will use the staffing methodology and workloadcriteria developed by the Virginia Sheriffs’ Association (VSA) to determinethe appropriate level of Compensation Board staff support for each officerequesting additional positions.

6. The Compensation Board shall determine the number of additional positionsto be allocated to any one office based upon criteria 1-5, inclusive, andadditional positions shall be allocated in the order of percentage of need,where the offices with the highest percentage of need will receive positionsfirst. The percentage of need is determined by calculating the percentage thatthe number of additional positions needed is of the total number of currentpositions.

7. The Compensation Board uses U. S. Census Data, or census data provided bythe Weldon Cooper Center for Public Service, University of Virginia.

The methodology used to determine appropriate staffing levels in each Sheriff’soffice was developed by the VSA and adopted by the Compensation Board.

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Staffing Methodology

Law Enforcement

One deputy per 1500 of population, as set out in §15.2-1609.1, Code ofVirginia; a minimum of 5 law enforcement deputies in any county where thesheriff provides the majority of law enforcement services, as set out inChapter.

Dispatchers

Five dispatchers in counties where the sheriff is responsible for lawenforcement and dispatching, and correctional officers do not dispatch.

Court Services

The minimum number of deputies fixed for service of process is based uponsix (6) papers served per hour in all cities and in counties with a populationof 100,000 and above, three (3) papers served per hour in counties with apopulation of 70,000 to 99,999, and two (2) papers served per hour incounties with less than 70,000 population, and 1,750 hours per year ofavailable time per deputy.

The number of deputies fixed for courtroom and courthouse security is basedupon no more than two deputies in circuit court, one in general district court,and one in juvenile and domestic relations court for criminal cases at eighthours per day per deputy when court is in session, and 1,750 hours per yearof available time per deputy.

Administrative and Support Positions

The number of administrative, support or clerical positions shall be fixed atnot less than one (1) position per twenty-five (25) law enforcement deputies,one (1) position per 100 inmates of average daily population in the jail, andone (1) position per ten (10) court security and process service positions. The minimum number of administrative, support or clerical positions persheriff's department shall be fixed at one.

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Jail Deputies

Additional jail deputies for new jail construction are allocated using a ratio ofnot more than one (1) jail deputy for every 3.0 beds of operational capacity. Operational capacity shall be determined by the Department of Corrections. No additional jail deputies shall be provided to a local jail in which staffingexceeds this ratio unless the jail is overcrowded. "Overcrowding" (forstaffing purposes only) is defined as when the yearly average dailypopulation exceeds the operational capacity. In those jails experiencingovercrowding, the Board, upon the request of the sheriff, shall allocate aminimum of one additional jail deputy for every five average daily prisonersabove operational capacity. Additional jail personnel to staff new jailcapacity resulting from the renovation of existing facilities are allocated onthe basis of a comprehensive analysis, exclusive of federal prisoners andinmates from other states held by contractual agreement, prepared by theDepartment of Corrections of the staffing requirements of such facility.

Alternative Incarceration Programs

Additional positions to staff alternative incarceration programs operated bysheriffs' offices are allocated using a ratio of not more than one (1) positionfor every 16 inmates participating in alternative incarceration programsapproved by the Department of Corrections.

Food Service

In jails where food service is not contracted, the number of cooks shall befixed at a minimum of one (1) cook position in jails with an operatingcapacity of 30 to 49 inmates, two (2) cook positions in jails with an operating capacity of 50 to 89 inmates, three (3) cook positions in jails with anoperating capacity of 90 to 299 inmates, four (4) cook positions in jails withoperating capacity of 300 to 499 inmates, and five (5) cook positions in jailswith an operating capacity of 500 inmates and above.

Medical, Classification and Treatment Positions

The number of medical, classification, or treatment positions shall be fixed ata minimum of one (1) position per twenty-five (25) inmates, based on the

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yearly average daily population of inmates.DARE Positions

When specifically funded by the General Assembly as "DARE" positions, thenumber of deputies fixed for the Drug Abuse Resistance Education (DARE)program shall be based upon a minimum of one (1) full-time equivalentposition per ten (10) schools with fifth grade classes and one (1) full-timeequivalent position per ten (10) schools with eighth grade classes, providedthat the sheriff's office has entered into an agreement with the Department ofState Police to participate in the DARE program.

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Maximum rank allocation for Sheriffs’ Offices is as follows:

Population Function: No Law Enforcement orJail Responsibility

0-9,999 1 Grade 1010,000-19,999 1 Grade 1020,000-39,999 3 Grade 9 and 1 Grade 1140,000-99,999 3 Grade 9 and 1 Grade 12100,000+ 5 Grade 9, 3 Grade 10, and 1 Grade 12

Population Function: Law Enforcement or JailResponsibility

0-9,999 1 Grade 1010,000-19,999 1 Grade 1120,000-39,999 3 Grade 9 and 1 Grade 1240,000-99,999 5 Grade 9, 3 Grade 11 and 1 Grade 13100,000+ 7 Grade 9, 5 Grade 10, 3 Grade 11, and

1 Grade 14

Population Function: Law Enforcement And JailResponsibility

0-9,999 1 Grade 1110,000-19,999 3 Grade 9 and 1 Grade 1120,000-39,999 5 Grade 9, 3 Grade 10, and 1 Grade 1240,000-99,999 7 Grade 9, 5 Grade 10, 3 Grade 11 and 1

Grade 13100,000+ 9 Grade 9, 7 Grade 10, 5 Grade 11, 3

Grade 12 and 1 Grade 14

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Maximum rank allocation in jail annexes remote from the main jail facility shall beas follows:

Capacity Rank Allocationless than 37 1 Grade 1038-76 3 Grade 1077-124 5 Grade 9 and 1 Grade 11greater than 125 5 Grade 9, 1 Grade 10, and 1 Grade 12

Local Inmate Data System

The Local Inmate Data System (LIDS) is anautomated system which serves two principlefunctions:1) It has replaced the manual J7/J8 process for

reporting inmate populations for quarterlypayment of per diems.

2) It can serve as a basic jail management package.

Beyond these basic tasks, LIDS shares inmate data - confinements, offensesand inmate demographics - among Sheriffs around the Commonwealth. Acomplete LIDS User Guide is available regarding detail operating information.Those jails who use LIDS in an “on-line” manner are eligible for an increase intheir office expenses budget for installation and monthly costs of a dedicated dataline. Other significant policy statements will be mailed to all LIDS users forinsertion into that manual.

Along with the continued enhancement of LIDS, the Compensation Board will be adding an additional staff auditor July 1, 1999 to conduct field audits ofLIDS submissions for payment.

Master Deputy Allocation

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The Compensation Board will allow reclassification of up to 20% of grade 7deputies to master deputy grade 8, for sheriffs’ offices which had certified on orbefore January 1, 1997, having a career development plan for deputy sheriffs thatmeets the minimum criteria set forth by the Compensation Board. After theDecember 1, 1999 regrade of Sheriffs’ Deputies, reclassifications will be allowedfor up to 20% of the total of grade 7 and grade 8 deputies to master deputy grade 9.

Any Sheriff that had not certified on or before January 1, 1997, may certify atany time, with the understanding that certification must be made on or before July1,to be effective the following July 1. Funding for any salary increases associatedwith reclassification to the master deputy pay grade for sheriffs’ offices certifyingafter January 1, 1997, is contingent upon approval of additional funding by theGeneral Assembly for this purpose.

To date, all Sheriffs’ offices which certified their plans as of July 1, 1998,have been approved funding by the General Assembly for salary increasesassociated with reclassification to the master deputy pay grade.

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Regional Jail Superintendents


The Compensation Board will provide an additional allowance for physicalexaminations for newly hired deputies in positions reimbursed as full-time by theCompensation Board. The maximum reimbursement is set at $100.00 per physicalexamination.

An additional allowance is reimbursed by the Compensation Board for guardduty. At the discretion of the court, when it becomes necessary to employ a guardfor the safekeeping of a prisoner, the court establishes appropriate compensation forsuch guard not to exceed the hourly equivalent rate of a deputy performing similarservices in the locality.

Office/Vehicle Expenses

Your office and vehicle expense budget has been approved at the sameamount approved July 1, 1998, or the amount you requested, whichever is less. Listed below are reimbursable office expenses:

Virginia Association of Regional JailSuperintendents dues (Superintendent Only)Internet access costs (line charges, ISP costsor locality service charges)Office suppliesPostageTelephone serviceRepairs to office furniture and equipmentVehicle Lease or Purchase/MaintenanceExpensesVehicle Expenses

Purchases of gasoline, tires and batteries and new vehicles may bereimbursed under this combined expense account.

Code 53.1-93; 53.1-94

Code 15.2-1615.1

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The following are not reimbursable by the Compensation Board:

Notary Public seal, fees or applicationAudit servicesTelephone equipment installation costs

Subscriptions to periodicals, newspapers, Code of VirginiaName tags, desk signs, business cards, camerasChair mats, custom software, calculator maintenance contractsTaxesWeapons and ammunition

If you have any questions concerning the reimbursable nature of anyexpense, please call the Compensation Board prior to expenditure.

Emergency Correctional Officers

Consistent with the provisions of the Appropriation Act, in jails whereovercrowding has been reduced, certain "Emergency" Correctional Officers (EC-7's) have been reclassified to alternative to incarceration positions. If the regionaljail was not due additional positions based upon staffing standards, the emergencyposition(s) was abolished.

“The Compensation Board is directed toexamine the current level of crowding of inmates inlocal jails...and to reallocate or reduce temporary

positions among local jails as may be required, consistent with the provisions of thisact.” Any EC-7 position(s) included in your FY00 budget were allocated to meetneeds in your office due to overcrowded conditions existing in the jail facility. AllEC-7 positions are allocated on a year-to-year basis. If overcrowding is reducedor eliminated in your jail, the position(s) will be removed in the following year’sbudget. Should funding not be available to the Compensation Board for emergencypositions in future fiscal years, the positions will be abolished.


Appropriation Act, Items 70,72

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New Full-Time Positions

Additional full time positions have been approved only for new jailconstruction and to meet minimum standards.

Emergency Medical Payments

Jails which incur emergency medical expenses for a state responsible inmatemay submit a request to the Compensation Board for reimbursement of thoseexpenses following payment by the local government. Requests are submitted on aCB Form-20 Rev. 2/99 (pages 74-75) no later than the first of November (formonths May through October) and the first of May (for months November throughApril).

Submission of the CB Form-20 includescertification of both payment by the locality and ofthe facility having implemented the Department of

Corrections' Model Plan for Jail Prisoner Medical Treatment Programs.

Medical, Treatment and Inmate Classification Positions

These positions, denoted as “RP CLS”, “RP MED”, “RP REC” or “RPTRT”, are budgeted and reimbursed by the Compensation Board at two-thirds oftheir Compensation Board approved salaries. R-Regional Jail; P-PartialReimbursement.

The salary you see on your approved FY00Budget and in SNIP is the Compensation Board's

two-thirds contribution toward the total salary. The locality is required to provideat least a one third salary match. Total compensation for each of these positionsmay not be less than the Compensation Board funding and the localities' matchingthird. The Compensation Board funds the Commonwealth's proportional share ofthe fringe benefits for these positions.

Code 53.1-2053.1-133.01


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Jail Per Diem Payments

Jail per diem rates remain unchanged. However, per diem revenue maychange as a result of policy changes. Per diem payments for those inmates arrestedon a state warrant and housed in a local or regional jail will be based on $8.00 perinmate day and will be paid in the same manner as in FY99. Localities maycontinue to use these per diems to operate pre-trial or alternative to incarcerationprograms.

An additional $14.00 per prisoner daycontinues to be paid for those held on jail farms. In

addition to the $8.00 per prisoner day funds there are two categories of $6.00 perprisoner day payments for state responsible inmates.

1) For felonies committed prior to January 1,1995:

Payment begins on the 61st day after the day the clerk mails orelectronically submits the final sentencing order for those felonssentenced to more than 2 years.

2) For felony convictions on or after January 1, 1995:

Payment begins on the 61st day after the day the clerk mails orelectronically submits the final sentencing order for those felonssentenced to one year or more.

An additional payment of $14.00 per prisoner day will be paid for those stateresponsible inmates held in beds in those facilities that have entered into a JailContract Bed Program with the Department of Corrections.

Additional payments are not made for convicted felons held awaiting trial onadditional felony charges or for convicted felons who remain incarcerated in a localfacility at the request of the locality.


Code 53.1-1 53.1-84

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Language in the Appropriation Act requiresthe Compensation Board to recover 50% of state

funded personnel costs for the percentage of a facility’s inmate population that areFederal prisoners and/or inmates from another state held by contractualagreement. This recovery will be handled on LIDS and your monthly certificationand approval screens will indicate the amount of recovery incurred in that month.

Additionally, the Compensation Board is required to withhold per diempayments to any facility which houses more Federal inmates than they contract forholding state responsible inmates through the Department of Corrections’ JailContract Bed Program.


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I =_______ MONTHLY TAXABLE SALARY(enter this amount in SNIP “Mo Tax Sal” Column)






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CB Form-20 (Revised 2/99)

DATE: _________________________________


FROM: ___________________________________________________________________________________________________

SUBJECT: Request for reimbursement of medical emergency services rendered to __________________________________, a "state responsible" inmate. (Name of Inmate)

PART A: 1. Offense Date: ________________________

2. Social Security Number: ________________

3. Institution Number: ____________________

4. Dates of current incarceration: From ____________To____________

5. Date of prisoner’s final felony conviction and identification ofcharges (e.g. larceny, rape, etc.):________________________________________________________________________________________________________________

6. Length of sentence: _______________________________________

PART B: TO BE COMPLETED BY DOCTOR, NURSE OR OTHER QUALIFIEDMEDICAL PERSONNEL—Medical description of nature of medical emergency. Illness or injury? If injury, how did it occur? (Please attach copy of dischargesummary or an explanation as to why a copy cannot be obtained):____________________________________________________________________________________________________________________________________________________________________________________

PART C: Has another request for reimbursement of medical bills been filed on this individual? YES NO If “yes”, please provide date: _____________

PART D: Total amount that has been spent by your locality for medical supplies for the jailand for medical services performed by hospitals, doctors, etc. outside your facility(this total should include expenses incurred for ALL other such emergencies sinceJuly 1 of the current fiscal year to date):

PART E: Determine your per diem estimate shown in the Compensation Board Jail Funding

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estimate memo dated May 1: $_______________ PART F: Total dollar amount budgeted by your facility for medical supplies and

emergencies for the current fiscal year: $________________NOTE: To qualify for reimbursement, this amount must be 10% or more ofthe amount show in paragraph E.

PART G: 1. Date or dates prisoner received treatment: _____________________

2. Was prisoner state responsible? YES NO (circle one)INQUIRE ON CONFINEMENT INFORMATION LIDS SCREEN TOSEE IF INMATE WAS STATE RESPONSIBLE ON DATE SHOWNABOVE (PART G, LINE 1). REASON 22 OR 28.

Date of Amount Service Service Rendered by Hospital/Doctor Claimed

____________ ______________________________ ________

____________ ______________________________ ________

____________ ______________________________ ________

____________ ______________________________ ________

____________ ______________________________ ________

____________ ______________________________ ________

TOTAL ________

I certify the above information is correct to the best of my knowledge and the attached invoiceshave been presented to the locality for payment. I also certify that I have adopted theDepartment of Corrections Model Plan for Jail Prisoner Medical Treatment Program.

___________ ___________________________________ Date Sheriff/Jail Superintendent

I certify the attached invoices have been paid by the locality.

___________ ___________________________________ Date Chief Disbursing Officer

NOTE: You need to retain an original copy of this form on file to photocopy each time arequest is made.

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EXPLANATION OF ITEMS REQUESTEDON CB FORM-20 (Revised 2/99)

ADDRESS: 1. Date form is completed.

2. Name and address of Sheriff’s Department, Jail Farm or Regional Jailsubmitting request.

3. Name of individual who received the medical services.

PART A: 1. Offense Date

2. Social Security Number

3. Institution Number

4. Beginning and ending dates of incarceration during which the medicalemergency occurred. (If prisoner is still incarcerated at the time of requestwrite PRESENT after TO.)

5. Date of prisoner’s final felony conviction and identification of charges(e.g., larceny, rape, etc.).

6. Length of prisoners sentence (must be two years or more if the felonywas committed prior to 1/1/95, or one year or more if the felony wascommitted on or after 1/1/95, in order to qualify for reimbursement).

PART B: Please have doctor, nurse or other qualified medical personnel briefly describe thenature of the medical emergency. If emergency is result of an injury occurred. Finally, please submit a copy of the discharge summary or an explanation as towhy a copy cannot be obtained.

PART C: If you have previously filed for reimbursement for this individual please indicateby responding “YES” and give date.

PART D: Please indicate the total amount that has been spent to date by your locality formedical supplies for the jail and for medical services performed by hospitals,doctors, etc. outside of your facility (i.e., this total should include expensesincurred for all other such emergencies since July 1 of the current fiscal year todate.)

PART E: Determine your per diem estimate shown in the Compensation Board Jail Fundingestimate memo dated May 1.

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PART F: Total dollar amount budgeted for your facility for medical supplies andemergencies for the current fiscal year. (To qualify for reimbursement, thisamount must be 10% or more of the amount shown in paragraph E, above.)

PART G: 1. Date or dates prisoner received treatment.

2. Determine if prisoner was state responsible. INQUIRE ON CONFINEMENT INFORMATION LIDS SCREENTO SEE IF INMATE WAS STATE RESPONSIBLE ON DATESHOWN ABOVE (PART G, LINE 1). REASON 22 OR 28.

3. Provide the name of the doctor, hospital or professional providing medicalservice.

4. Amount of invoice or portion of invoice for which you are requestingreimbursement.

NOTE: the information for Items 1, 2 and 3 is to be taken from theinvoice and the information to be entered in these columns is to be asummary total of each invoice.

5. Date and signature of Sheriff, Jail Superintendent or Jail FarmSuperintendent which certifies that information is correct, and that theSheriff has adopted the Department of Corrections Model Plan for JailPrisoner Medical Treatment Program.

6. Date and certification by locality of payment to the health care provider.

NOTE: The Compensation Board will not consider reimbursement unless it iscertified the invoice has been paid by the locality.

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Maximum rank allocation for Regional Jails is as follows:

Population Function: Law Enforcement or JailResponsibility

0-9,999 1 Grade 1010,000-19,999 1 Grade 1120,000-39,999 3 Grade 9 and 1 Grade 1240,000-99,999 5 Grade 9, 3 Grade 11 and 1 Grade 13100,000+ 7 Grade 9, 5 Grade 10, 3 Grade 11, and

1 Grade 14

Maximum rank allocation in jail annexes remote from the main jail facility shall beas follows:Capacity Rank Allocationless than 37 1 Grade 1038-76 3 Grade 1077-124 5 Grade 9 and 1 Grade 11greater than 125 5 Grade 9, 1 Grade 10, and 1 Grade 12

Local Inmate Data System

The Local Inmate Data System (LIDS) is anautomated system which serves two principlefunctions:1) It has replaced the manual J7/J8 process for

reporting inmate populations for quarterlypayment of per diems.

2) It can serve as a basic jail management package.

Beyond these basic tasks, LIDS shares inmatedata - confinements, offenses and inmate demographics - among Sheriffs aroundthe Commonwealth. A complete LIDS User Guide is available regarding detailoperating information. Those jails who use LIDS in an “on-line” manner areeligible for an increase in their office expenses budget for installation and monthlycosts of a dedicated data line. Other significant policy statements will be mailed toall LIDS users for insertion into that manual.

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Along with the continued enhancement of LIDS, the Compensation Board will be adding an additional staff auditor July 1, 1999 to conduct field audits ofLIDS submissions for payment.

Master Deputy Allocation

The Compensation Board will allow reclassification of up to 20% of grade 7deputies to master deputy grade 8, for regional jails which had certified on or beforeJanuary 1, 1997, as having a career development plan for correctional officers thatmeets the minimum criteria set forth by the Compensation Board. After theDecember 1, 1999 regrade of Regional Jail Officers, reclassifications will beallowed for up to 20% of the total of grade 7 and grade 8 deputies to master deputygrade 9.

Any Superintendent that had not certified on or before January 1, 1997, maycertify at any time, with the understanding that certification must be made on orbefore July1, to be effective the following July 1. Funding for any salary increasesassociated with reclassification to the master deputy pay grade for regional jailscertifying after January 1, 1997, is contingent upon approval of additional fundingby the General Assembly for this purpose.

Staffing Standards

Compensation Board Criteria For Allocating New Positions In Regional Jails

In determining the allocations of additional positions, the CompensationBoard considers the following criteria:

1. The position (or positions) must be requested by the Superintendent as part ofthe Compensation Board annual budget process.

2. The position requested must perform only statutorily prescribed duties for theor Regional Jail.

3. The Regional Jail, must have a PC, or be connected to the city/county systemor have such systems scheduled for installation within 12 months.


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5. The Compensation Board will use the staffing methodology and workloadcriteria developed by the Virginia Sheriffs’ Association (VSA) to determinethe appropriate level of Compensation Board staff support for each officerequesting additional positions.

6. The Compensation Board shall determine the number of additional positionsto be allocated to any one office based upon criteria 1-5, inclusive.

7. The Compensation Board uses U. S. Census Data, or census data provided bythe Weldon Cooper Center for Public Service, University of Virginia.

The methodology used to determine appropriate staffing levels in eachRegional Jail was developed by the VSA and adopted by the Compensation Board.

Administrative and Support Positions

The number of administrative, support or clerical positions shall be fixed atnot less than one (1) position per twenty-five (25) law enforcement deputies,one (1) position per 100 inmates of average daily population in the jail, andone (1) position per ten (10) court security and process service positions. The minimum number of administrative, support or clerical positions perregional jail shall be fixed at one (1).

Jail Deputies

Additional jail deputies for new jail construction are allocated using a ratio ofnot more than one (1) jail deputy for every 3.0 beds of operational capacity. Operational capacity shall be determined by the Department of Corrections. No additional jail deputies shall be provided to a local jail in which staffingexceeds this ratio unless the jail is overcrowded. "Overcrowding" (forstaffing purposes only) is defined as when the yearly average dailypopulation exceeds the operational capacity. In those jails experiencingovercrowding, the Board, upon the request of the regional jail, shall allocatea minimum of one (1) additional jail deputy for every five (5) average dailyprisoners above operational capacity.

Additional jail personnel to staff new jail capacity resulting from therenovation of existing facilities are allocated on the basis of a comprehensiveanalysis, exclusive of federal prisoners, and inmates from other states held by

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contractual agreement, prepared by the Department of Corrections of thestaffing requirements of such facility.

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Alternative Incarceration Programs

Additional positions to staff alternative incarceration programs operated byregional jails are allocated using a ratio of not more than one (1) position forevery 16 inmates participating in alternative incarceration programs approvedby the Department of Corrections.

Food Service

In jails where food service is not contracted, the number of cooks shall befixed at a minimum of one (1) cook position in jails with an operatingcapacity of 30 to 49 inmates, two (2) cook positions in jails with an operating capacity of 50 to 89 inmates, three (3) cook positions in jails with anoperating capacity of 90 to 299 inmates, four (4) cook positions in jails withoperating capacity of 300 to 499 inmates, and (5) five cook positions in jailswith an operating capacity of 500 inmates and above.

Medical, Classification and Treatment Positions

The number of medical, classification, or treatment positions shall be fixed ata minimum of one (1) position per twenty-five inmates, based on the yearlyaverage daily population of inmates.

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CB FORM 10-MD (5/95)


Report of Selection or Removal ofOfficer/Deputy from Career Development Program


NAME: ____________________________________ POSITION #: _____________________________________






________________________________________________________________________________Locality


NAME: ____________________________________ POSITION #: _____________________________________







________________________________________________________________________________Locality

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Commonwealth's Attorneys

Duties of Attorneys for the Commonwealth and their assistants

Duties for the Commonwealth’s Attorneys andtheir assistants can be found in the Code of Virginia.


The Compensation Board has approved for reimbursement an additionalallowance for Substitute Prosecutors.

A temporary substitute prosecutor is appointedby the judge of the circuit court when the principal

officer is unable to perform his/her duties. If the Circuit Court determines that theappointment of a Commonwealth's Attorney or assistant is not appropriate, or suchan attorney is not available or for other good cause, then the court may appoint anattorney at law who will be compensated through the Supreme Court's CriminalFund.

Full time Commonwealth's Attorneys and full time AssistantCommonwealth's Attorneys are reimbursed directly for travel expenses incurred inservice as a substitute prosecutor. CB Form 24 (pages 89-90) is used to requesttravel reimbursement. The Compensation Board will not reimburse, withoutadvance written approval, lodging expenses incurred in excess of $54.00 per nightand per person meal reimbursements in excess of $28.00 per day (3 meals).

Part-time attorneys may also request direct reimbursement of travel expenseson the CB Form 24 provided that they will not also request hourly ratecompensation for serving as a substitute prosecutor. If the part-time attorney isrequesting hourly rate compensation, they must complete CB Form 22 (pages89-90) and submit it to the Commonwealth's Attorney in the locality wherethey served as Substitute Prosecutor. The office of the Commonwealth'sAttorney will request reimbursement from the Compensation Board through theSNIP system.

Code 15.2-1626,1627

Code 19.2-155

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All reimbursement requests must be submitted to the CompensationBoard when either the expenses exceed $200.00 or within 60 days after theconclusion of the case, whichever comes first. Requests submitted more than 120days after the conclusion of the case, regardless of amount, will not be reimbursed.

All requests for reimbursement of expenses for substitute prosecutors mustbe filed on either the CB Form 22 or CB Form 24. A copy of the court orderappointing the attorney, the reason for hiring a substitute and an itemized list ofexpenses including miles traveled and hours worked must be included with theform. Upon review, the Compensation Board, in its sole discretion, may denyreimbursement for expenses not reasonably incurred.

New Permanent Positions

The General Assembly did not approve any new positions forCommonwealth's Attorneys' offices.

Conversion of Offices to Full-Time

Funding is approved for the conversion of three (3) Commonwealth'sAttorneys' offices to full-time status, effective July 1, 1999. These offices are:Lancaster and Wythe Counties, and the City of Buena Vista.

There are no additional positions approved for these offices, nor is thereapproval for the conversion of any part-time assistant attorney position to full-timestatus. Budget amounts for office expenses and equipment funding are approved atthe request of the officer, or the amount allocated by the General Assembly,whichever is less. Budget amounts for hourly wage (temporary) funding are basedon approved FY99 amounts and consideration of the officer's request.

Conversion of Part-Time Assistant Commonwealth’s AttorneysPositions to Full-Time

Based upon the request of the Virginia Association of Commonwealth’sAttorneys, the General Assembly approved the additional funding necessary for theCompensation Board to convert part-time Assistant Commonwealth’s Attorneypositions in full-time offices to full-time status effective July 1, 1999, if requestedby the Commonwealth’s Attorney and justified by workload. Funding has beenincluded in the Commonwealth’s Attorneys approved May 1 budget to effect these

94

conversions in the following localities:

• Amherst • Warren• Carroll/Galax • Westmoreland• Franklin • Wythe• Frederick • Bristol• Goochland • Colonial Heights• Page • Martinsville• Pulaski • Waynesboro• Shenandoah • Winchester• Southampton/Franklin

Career Prosecutor Funding

The General Assembly has approved funding for the Commonwealth’sAttorneys’ Career Prosecutor Program. Commonwealth’s Attorneys must certifyto the Compensation Board that the Career Development Plan in effect intheir office meets the Compensation Board’s minimum criteria for such plansby December 1, 1999 if they wish to participate. Information regarding theCareer Prosecutor Program was provided to all Commonwealth’s Attorneys by theCompensation Board on January 29, 1999; Commonwealth’s Attorneys who needadditional copies of this information should contact Paige Curtis at (804) 786-0786,ext. 217.

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Office Expenses

Listed below are reimbursable office expenses:

Virginia Association of Commonwealth’s Attorneys Dues (Commonwealth’sAttorney Only)VALECO dues (Commonwealth’s Attorney Only)Internet access costs (line charges, ISP costs or locality service charges)Data processing services, telephone serviceRepairs to office furniture and equipmentPremiums for burglary and other insuranceVirginia State Bar Dues: fully reimbursed for full-time principal officer and full-time assistants in Compensation Board positions, 50% reimbursement for principalofficers and assistants in part-time offices



Notary Public seal, fees or applicationAudit services

Telephone equipment installation costsSubscriptions to periodicals, newspapers, Code of VirginiaName tags, desk signs, business cardsChair mats, custom software, calculator maintenance contractsTaxes


Fines and Fees

Attorneys for the Commonwealth are requiredto develop procedures for use in their office for the

collections of fines, costs, penalties, forfeitures and restitution. The goal ofcollecting these debts are both financial and punitive. Outstanding fines and fees


Code 15.2-1636.15

Code 19.2-349

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are a potential revenue for the Commonwealth and the locality. Commonwealth’s Attorneys’ Salary Charts

73-A.1 The annual salaries of attorneys for the Commonwealth shall be ashereinafter prescribed according to the population of the city or county servedexcept as otherwise provided in §15.2-1636.12, Code of Virginia.

December 1,1998 toNovember 30, 1999


Less than 10,000 39,632 42,109

10,000-19,999 44,041 46,794

20,000-34,999 48,444 51,472

35,000-44,999 87,198 92,648

45,000-99,999 96,885 102,940

100,000-249,999 100,518 106,800

250,000 and above 104,153 110,663

2. The attorneys for the Commonwealth and their successors who serve on afull time basis pursuant to §15.2-1627.1, 15.2-1628, 15.2-1629, 15.2-1630 or 15.2-1631, Code of Virginia shall receive salaries as if they served localities withpopulations between 35,000 and 44,999.

3. Whenever an attorney for the Commonwealth is such for a county and citytogether, or for two or more cities, the aggregate population of such politicalsubdivisions shall be the population for the purpose of arriving at the salary of suchattorney for the Commonwealth under the provisions of this paragraph and suchattorney for the Commonwealth shall receive as additional compensation the sum ofone thousand dollars.

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I = _______ MONTHLY TAXABLE SALARY(enter this amount in SNIP “Mo Tax Sal” Column)






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CB Form 24

REQUEST FOR DIRECT REIMBURSEMENT OF TRAVEL EXPENSESBY SUBSTITUTE PROSECUTOR

Code Section 19.2-155

SECTION I - CASE AND APPOINTMENT

Commonwealth v.

Attach a copy of the Court Order of Appointment

SECTION II - SUBSTITUTE PROSECUTOR INFORMATION

Printed Name:

Title

SS#

Work Address:Office of the Commonwealth's Attorney

(Locality Name) (3-Digit Code)

(note: Check will be mailed to this address)

SECTION III - EXPENSES FROM TO (Date) (Date)

A. Personal Vehicle Mileage : miles @ 27¢ per mile = $

B. Meals @ Total Cost = $

C. Nights Lodging, @ $ per night = $

D. Tolls and Parking = $ TOTAL REQUEST:$

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SECTION IV - CERTIFICATION

Reimbursement is requested for necessary and direct travel, meals and lodgingexpenses incurred while serving as a Substitute Prosecutor in County/City. (locality)

I certify that this request for reimbursement is in accordance with CompensationBoard travel expense policy, and that I am:

a Commonwealth's Attorney or Assistant Commonwealth's Attorney notallowed to engage in the private practice of law.

a Commonwealth's Attorney or Assistant Commonwealth's Attorney allowedto engage in the private practice of law and that I am requestingreimbursement for travel expenses only.

I further certify that I have not received any other reimbursement for theseexpenses, I will not submit any request for duplicate reimbursement for theseexpenses, and that I incurred and paid these expenses as a part of my official duties.

This is a final billing for this case, This is a partial billing for this case. concluded on .

(Date)

(Signature of Substitute Prosecutor) (Date)

SECTION V - APPROVALS

I certify that the above individual was appointed and served as a SubstituteProsecutor, and that the request submitted is reasonable and proper in the contextof this case, to the best of my knowledge and belief. Reimbursement in the amountrequested is recommended.

(Signature of Appointing Judge or Commonwealth's Attorney) (Date)

(Printed Name)

Reimbursement approved by Compensation Board action (Date)

Reimbursement approved by Executive Secretary (Date)

100

CB FORM 22 (5/97)REQUEST FROM THE SUBSTITUTE PROSECUTOR

TO THE COMMONWEALTH'S ATTORNEY FORAPPROVAL OF FEES AND TRAVEL EXPENSES

SECTION I - CASE AND APPOINTMENT

Commonwealth v.

Attach a copy of the Court Order of Appointment

SECTION II - SUBSTITUTE PROSECUTOR INFORMATION

Printed Name:

Title

SS#

SECTION III - EXPENSES FROM TO (DATE) (DATE)

A. Personal Vehicle Mileage : miles @ 27¢ per mile = $

B. Meals @ Total Cost = $

C. Nights Lodging, @ $ per night = $

D. Tolls and Parking = $

E. Hours @ $50 per hour = $ (Attach itemized list of hours worked)

TOTAL REQUEST:$

101

SECTION IV - CERTIFICATION

Reimbursement is requested for necessary and direct travel, meals and lodgingexpenses incurred while serving as a Substitute Prosecutor in County/City. I certify that I am a Commonwealth's (locality)

Attorney or Assistant Commonwealth's Attorney allowed to engage in the privatepractice of law, and that this request is in accordance with the CompensationBoard’s travel policy. I further certify that I have not requested any otherreimbursement for these expenses, and will not submit any request for duplicatereimbursement for these expenses, that I incurred and paid these expenses as a partof my official duties, and that my billed time spent on this case is reasonable andproper.

This is a final billing for this case, This is a partial billing for this case.concluded on _________________

Signature of Substitute Prosecutor Date

SECTION V - APPROVALS

I certify that the above individual was appointed and served as a SubstituteProsecutor, and that the request submitted is reasonable and proper in the contextof this case, to the best of my knowledge and belief.

Approval of reimbursement in the amount requested is recommended.

Signature of Appointing Judge (if required) Date

Printed Name

SECTION VI - INSTRUCTIONS

Do not submit this form to the Compensation Board. This form may be only used byCommonwealth's Attorneys and assistant Commonwealth's Attorneys who areallowed to engage in the private practice of law to request reimbursement for hourlyfees and expenses incurred while serving as a Substitute Prosecutor. The SubstituteProsecutor must submit this form to the locality Commonwealth's Attorney inwhich the Substitute Prosecutor served. The Commonwealth's Attorney will enterthe request into the Compensation Board's automated reimbursement system. TheCommonwealth's Attorney should retain this form and the appointing court orderfor audit purposes.

102

How to file for Substitute Prosecutor Reimbursements

I. Full time Commonwealth’s Attorneys and full time Assistant Commonwealth’s Attorneys appointed asSubstitute Prosecutors:

• Complete Form CB24 in the back of your FY99 Compensation Board Manual (both sides) . Mail theCB24, and a copy of the Court Order to Audrey Butler-Nelson at the Compensation Board. She will maila check directly to the SP, at the address listed on the CB24.

• Note: You may only claim mileage, meals, lodging, tolls and parking (not hours). The Compensation

Board will not reimburse, lodging expenses incurred in excess of $54.00 per night and per person mealreimbursements in excess of $28.00 per day (3 meals). You are required to file for reimbursement whenthe case either reaches $200.00 in expenses or 60 days after conclusion (whichever comes first).

II. Part time Commonwealth’s Attorneys appointed as Substitute Prosecutors:

• Both hourly rate and expenses are reimbursable items. The locality where the SP acted should pay thebills and the Commonwealth’s Attorney(CA) for which he substituted should file for reimbursement.

• These cases should be loaded into SNIP as soon as the SP is appointed with an estimate of total expenses. Use the Main Menu under Substitute Prosecutors and mark the screen as a P (partial) not F (final)claim. Be sure to include the Book and Page where the Judge’s appointment is recorded. The SP needsto complete the revised CB Form 22 (5.97) and submit it to the appointing jurisdiction’s CA who will filefor reimbursement.

• Once the case is approved, you may request reimbursement of the funds through your additional

Allowances screen in SNIP (also in the Main Menu). Reimbursement will be included in the locality’smonthly Compensation Board payment.

• The maximum hourly rate approved by the Compensation Board is $50.00/hour. Again, the

Compensation Board will not reimburse lodging expenses incurred in excess of $54.00 per night and perperson meal reimbursements in excess of $28.00 per day (3 meals). You are required to file forreimbursement when the case either reaches $200.00 in expenses or 60 days after conclusion (whichevercomes first).

III. Private Attorneys Appointed July 1, 1996 or thereafter: • These cases are now reimbursed through the Supreme Court, not the Compensation Board. Should you

need information please call (804)786-6555.

• To claim reimbursement, complete a Form D.C. 50 (time sheet). The appointing court will file FormsD.C. 40,41, and 50 with the Supreme Court for payment.

IV. Private Attorneys appointed as Substitute Prosecutors Prior to July 1, 1996:

• To claim reimbursement, since our guidelines changed July 1, 1996 and these claims need specialhandling to load into the computer, please call your Compensation Board Sr. Fiscal Technician, at (804)786-0782 for instructions.

103

CB FORM 10-CP (3/99)


Report of Selection or Removal of Assistant Commonwealth’s Attorney to or from Career Development Program


NAME: ____________________________________ POSITION #: _____________________________________



TOTAL YEARS/MONTHS AS AN ASSISTANT COMMONWEALTH’S ATTORNEYIN VIRGINIA: ____________ / ____________ AS OF ______________

years months date



______________________________ ___________________________________________Signature of Commonwealth’s Attorney Printed Name Date

________________________________________________________________________________Locality


NAME: ____________________________________ POSITION #: _____________________________________






______________________________ ___________________________________________Signature of Commonwealth’s Attorney Printed Name Date

104

________________________________________________________________________________Locality

Staffing Standards

Compensation Board Criteria for Allocating New Assistant Commonwealth’sAttorney Positions in Commonwealth’s Attorney Offices

1. The position (or positions) must be requested by the Commonwealth’s Attorney as part ofthe Compensation Board annual budget request process.

2. The basis of the request must be only the statutorily prescribed duty of the prosecution offelonies.


4. The Compensation Board will use the staffing methodology and weighted three-yearaverage workload criteria developed by the Virginia Association of Commonwealth’sAttorneys (VACA), including the criteria defined in Chapter 912, 1996 Appropriation Actfor allocating positions for the Statewide Juvenile Justice Program, to determine theappropriate level of Compensation Board assistant Commonwealth’s Attorney support foreach office requesting additional positions.

5. The Compensation Board shall determine the number of additional positions to beallocated to any one office based upon criteria 1-4, inclusive, and additional positionsshall be allocated in the order of percentage of need, where the offices with the highestpercentage of need will receive positions first. The percentage of need is determined bycalculating the percentage that the number of additional positions needed is of the totalnumber of current positions.


1. The methodology to arrive at this ranking and allocation is based upon the combinedworkload for establishing the number of assistant Commonwealth’s Attorney positionsdue, and for establishing the number of Juvenile Justice assistant Commonwealth’sAttorney positions due.

2. The calculation of workload is very close to the methodology used to rank part-timeoffices for full-time conversion, except that the factors of transient population andlocation of a penal institution are eliminated. These two minor factors were eliminatedbecause this is an attempt to reach a "caseload" ranking, not a total workload assessment. Circuit court caseload includes felonies only, because there is great difference betweenoffices in the prosecution of misdemeanors, and Juvenile and Domestic Relations courtcaseload includes only juvenile delinquency and domestic relations felonies, as specifiedin Chapter 912.

105

3. The formula is the three-year average of weighted arrests plus the three-year average ofweighted circuit court felonies, juvenile delinquency, and domestic felonies, divided bythe number of state-funded attorneys. This yields a "caseload" factor per attorney.

4. The weights used are the same as used in the part-time conversion formula:

3-Year Average Weighted Arrest Data is the average of arrest data for each locality forthe three most recent calendar years, as found in the Uniform Crime Report of theDepartment of State Police.

Arrest data is weighted as stated in Sections 15.2-1629 and 15.2-1631of the Code ofVirginia for ranking part-time offices for conversion of full-time status; Murder, weightof 30; Manslaughter, Forcible Rape, Robbery, Aggravated Assault, weight of 15;Felonious Possession, Sale/Manufacture of Schedule I or II Controlled Substances,Burglary, Forgery, Motor Vehicle Theft, weight of 5; Embezzlement, weight of 4.6;Purchase or Receipt of Stolen Property, weight of 3.5; Larceny, weight of 2.6; Fraud,weight of 2.

An additional weight of 75.6 was assigned to a Capital Murder case, at the request ofmembers of the Virginia Association of Commonwealth's Attorneys. This weight wasdetermined through a survey of all Commonwealth's Attorneys.

3-Year Average Circuit Court Felonies, Juvenile Delinquency, and Domestic RelationsFelonies is the average of caseload data for each locality for the three most recentcalendar years as reported by the Supreme Court.

Weights were assigned according to the severity of the crime, as discussed with membersof the Virginia Association of Commonwealth's Attorneys when determining a rankingmethodology for the conversion of part-time offices to full-time, as follows: Class I and2 Felonies, Circuit Court Commenced Cases, weight of 6; Other Felonies, Circuit CourtCommenced Cases, weight of 4; Juvenile Delinquency, Juv. and Dom. Relations Court,weight of 2; Domestic Felonies, Juv. and Dom. Relations Court, weight of 3.

5. Offices are grouped based on the number of Compensation Board funded attorneyspresently staffed and assigns an escalating caseload factor assuming economies of scale.Compensation Board funded assistant Commonwealth's Attorneys who are part-time (i.e.,eligible to engage in private law practice) are to be considered as 0.5 of a F.T.E. positionfor staffing standards purposes, instead of as 1 F.T.E. position.

# Attorneys/Officers Caseload Factor per Attorney

1 1500 1.5-6 1700

106

7-12 1900 13-21 2100 22+ 2300

Compensation Board Criteria For Allocating New Paralegal And AdministrativePositions In Commonwealth's Attorneys' Offices

1. The position (or positions) must be requested by the Commonwealth's Attorney as part ofthe Compensation Board's annual budget request process.


3. The Compensation Board will use a staffing standard which establishes the appropriatelevel of administrative staff support at one administrative support position for every twoCompensation Board funded Commonwealth's Attorney and/or assistantCommonwealth's Attorney positions.

4. The Compensation Board will use a staffing standard which establishes the appropriatelevel of paralegal staff at one paralegal position for every four Compensation Boardfunded Commonwealth's Attorney and/or assistant Commonwealth's Attorney positions.



Maximum rank allocation for Commonwealth’s Attorneys’ offices is as follows:

1 AAII in each full time office1 SECB in each part time office1 ATTIV in each full time office with population greater than 45,0001 ATIII in each full time office below population of 45,000

107

Treasurers, Directors of Finance, and Commissioners of theRevenue

Duties of Treasurers, Commissioners of the Revenue

The Treasurer (Commissioner of the Revenue) shall exercise all the powersconferred and perform all the duties imposed upon such officer by General law.

New Positions

The General Assembly did not approve any new positions for Directors ofFinance or Commissioners' offices. The General Assembly did approve 29 newpositions for Treasurers’ offices which have been allocated in accordance withCompensation Board staffing standards.

Office Expenses

Listed below are reimbursable office expenses:

Treasurers’ Association of Virginia Dues (Treasurer Only)Commissioner of the Revenue Association Dues (Treasurer Only)VALECO dues (Principal Elected Officer Only)Internet access costs (line charges, ISP costs or locality service charges)Stationery, postage printing and advertisingData processing services, telephone serviceRepairs to office furniture and equipmentPremiums for burglary and other insurance

Requests for Transfers

Written concurrence of the local governing body is required for requests toincrease your budget or to transfer budgeted funds to equipment expense.

Code 15.2-1636.15

108


The following are not reimbursable by theCompensation Board:

Notary Public seal, fees or applicationAudit servicesTelephone equipment installation costsSubscriptions to periodicals, newspapers, Code of VirginiaName tags, desk signs, business cardsChair mats, custom software, calculator maintenance contractsTaxesLicenses, business or professionalDog tags or related expensesDecals or stickers of any kindPrinting of licenses or license booksAdvertising other than state and local income , real estate or personalproperty taxSchools or in-house training

Forms:Applications, Building PermitsCustom check registersEmployee earnings recordsReal estate forms, Delinquent real estate tax statementsPersonal property formsVehicle registration formsYard sale/garage sale applications


Code 15.2-1636.14


109

Treasurers, Directors of Finance, and Commissioners of the RevenueSalaries

The Commonwealth's share of the principal officer's salary is 50% of the1980 salary plus 100% of all increases thereafter.

The Compensation Board reimburses staffsalaries at 50% of the Compensation Board approved

amount.

Exceptions

The Commonwealth reimburses 100% of all Compensation Board approvedexpenses for the Treasurers' offices in Lynchburg, Galax and the City of Richmond.

Williamsburg and Danville Treasurers' officesare reimbursed at the rate of 66.66% for salaries and

office expenses and 33.33% for approved equipment expenses.

Commissioners of the Revenue, Treasurers and Directors of FinanceSalaries

75-A.1 The annual salaries of Treasurers, elected or appointed officers who holdthe combined office of City Treasurer and Commissioner of the Revenue, or electedor appointed officers who hold the combined office of County Treasurer andCommissioner of the Revenue subject to the provisions of §15.2-1608.1, Code ofVirginia, shall be as hereinafter prescribed, based on the services provided, exceptas otherwise provided in § 15.2-1636.12, Code of Virginia.

Code 15.2-1636.12

Code 15.2-1636.14

110



Less than 10,000 44,722 47,517

10,000-19,999 49,692 52,798

20,000-39,999 55,213 58,664

40,000-69,999 61,348 65,182

70,000-99,999 68,164 72,424

100,000-174,999 75,737 80,471

175,000-249,999 79,724 84,707

250,000 and above 90,596 96,258

74.A. The annual salaries of county or city Commissioners of the Revenue shall beas hereinafter prescribed, except as otherwise provided in §15.2-1636.12, Code ofVirginia.



Less than 10,000 44,722 47,517

10,000-19,999 49,692 52,798

20,000-39,999 55,213 58,664

40,000-69,999 61,348 65,182

70,000-99,999 68,164 72,424

100,000-174,999 75,737 80,471

175,000-249,999 79,724 84,707

250,000 and above 90,596 96,258

111

1980 Salaries of Treasurers, Directors of Finance, and Commissioners of Revenue

LOCALITY TREAS COMM LOCALITY TREAS COMM LOCALITY TREAS COMM

Accomack 15,840 17,523 Isle of Wight 17,652 17,369 Washington 19,538 18,123

Albemarle 30,845 - James City 11,286 19,531 Westmoreland 18,192 19,872

Alleghany 16,283 15,954 King and Queen 14,168 16,265 Wise 18,042 22,641

Amelia 14,980 12,305 King George 16,794 13,525 Wythe 14,445 14,889

Amherst 15,767 16,326 King William 18,268 13,268 York 24,732 23,232

Appomattox 17,807 14,213 Lancaster 15,174 15,876 Alexandria 18,238 -

Arlington 32,307 22,055 Lee 20,520 18,244 Bedford 12,947 14,948

Augusta 17,630 17,981 Loudoun 24,902 23,002 Bristol 18,190 19,800

Bath 15,320 15,320 Louisa 14,711 14,711 Buena Vista 12,659 12,276

Bedford 19,956 21,257 Lunenburg 16,976 16,563 Charlottesville 26,402 26,402

Bland 11,764 10,386 Madison 15,546 12,760 Chesapeake 32,307 29,670

Botetourt 22,047 18,495 Mathews 13,608 13,643 Clifton Forge 11,109 11,770

Brunswick 16,603 16,285 Mecklenburg 20,874 21,995 Colonial Heights 18,837 19,025

Buchanan 23,003 18,538 Middlesex 12,120 12,840 Covington 17,867 15,785

Buckingham 14,178 14,178 Montgomery 18,538 19,932 Danville 20,451 24,902

Campbell 21,072 21,474 Nelson 16,774 12,285 Emporia 17,019 17,019

Caroline 15,301 15,301 New Kent 16,050 11,350 Fairfax 23,002 23,232

Carroll 19,902 18,800 Northampton 18,604 16,926 Falls Church 22,554 18,832

Charles City 11,903 12,224 Northumberland 13,870 15,633 Franklin 18,245 17,013

Charlotte 16,590 17,314 Nottoway 17,302 18,000 Fredericksburg 21,098 21,098

Chesterfield 22,200 20,942 Orange 18,714 18,832 Galax - 15,710

Clarke 14,980 14,980 Page 18,000 15,938 Hampton 33,807 32,307

Craig 10,700 10,272 Patrick 17,452 15,500 Harrisonburg 22,575 22,575

Culpeper 20,878 22,528 Pittsylvania 21,389 19,385 Hopewell 23,232 24,732

Cumberland 12,071 12,071 Powhatan 12,965 11,352 Lexington 12,931 12,931

Dickenson 16,925 16,255 Prince Edward 15,954 15,954 Lynchburg - 21,800

Dinwiddie 19,402 21,958 Prince George 17,414 17,138 Manassas 19,040 20,372

Essex 12,150 12,150 Prince William 27,306 - Manassas Park 16,090 13,375

Fairfax 37,642 39,930 Pulaski 19,895 22,166 Martinsville 14,913 21,097

Fauquier 22,800 23,232 Rappahannock 12,281 12,141 Newport News 28,248 32,307

Floyd 13,215 14,980 Richmond 15,188 15,622 Norfolk 38,859 38,203

Fluvanna 11,985 12,305 Roanoke 14,016 13,016 Norton 14,487 14,487

Franklin 19,087 18,514 Rockbridge 14,766 13,072 Petersburg 13,360 24,902

Frederick 17,443 18,269 Rockingham 24,393 24,393 Poquoson 12,438 13,375

Giles 17,125 16,982 Russell 19,616 22,347 Portsmouth 28,542 32,307

Gloucester 17,129 15,000 Scott 15,186 18,467 Radford 16,800 16,050

Goochland 17,907 18,804 Shenandoah 17,563 20,025 Richmond - -

Grayson 13,200 13,703 Smyth 17,706 17,706 Richmond 28,360 -

Greene 13,962 11,983 Southampton 20,865 18,777 Roanoke 25,195 23,540

Greensville 19,478 19,478 Spotsylvania 17,829 16,478 Salem 18,832 21,363

Halifax 21,532 18,944 Stafford 19,257 20,152 Staunton 18,725 22,320

Hanover 18,188 17,500 Surry 14,924 14,924 Suffolk 24,902 26,402

Henrico 27,500 - Sussex 14,316 13,272 Virginia Beach 30,174 33,807

Henry 20,494 20,718 Tazewell 26,402 19,420 Waynesboro 20,058 21,098

Highland 10,800 10,634 Warren 12,516 13,080 Williamsburg 11,199 18,839

Winchester 18,605 17,713

112

Cafeteria Plan Worksheet For Officers/Appointees

TREASURERS, DIRECTORS OF FINANCE, & COMMISSIONERS OF THE REVENUE

A. $______ MONTHLY SALARY REIMBURSABLE BY THE STATE (“Mo Pay Sal”)B. / ______ TOTAL MONTHLY SALARY (“Mo CB Sal” plus supplement by locality, if any)

C. ______ PERCENT OF STATE REIMBURSEMENT

D. $______ TOTAL PREMIUM(S)/FLEX BENEFIT(S) PAID BY THE OFFICER/EMPLOYEE X______ PERCENT OF STATE REIMBURSEMENT (Item C. Above)

E. $______ PREMIUM(S)/FLEX BENEFIT(S) ALLOCABLE TO STATE(Amount to be subtracted from “Mo Pay Sal”)

$______ MONTHLY SALARY REIMBURSABLE BY THE STATE (Item A. Above) -______ PREMIUM(S)/FLEX BENEFIT(S) ALLOCABLE TO STATE (Item E. Above)

______ MONTHLY TAXABLE SALARY (“Mo Tax Sal”)

*** PLEASE DO NOT ENTER THE AMOUNT ABOVE IN THE “Mo CB Sal” COLUMN ***

Sel: _ 97/02 Loc: 888 Off: 734 Name: OFFICER’S NAME 804-786-0777 Pos SSN Last Name Int New Name Class CB P: 2 Mo CB Sal Mo Tax Sal Mo Pay Sal OASDI Retire Gp Ins Tot Sal SCBRUM02 00003 888888888 JOHNSON B ____________ DI 45579.00 3798.25 3133.50 239.71 130.98 3504.19 __3798.25 __2801.33 3133.50 214.30 130.98 3478.78




113

Staffing Standards

Compensation Board Criteria For Allocating New Positions In Treasurers' Offices

In determining the allocations of additional positions, the Compensation Board considers thefollowing criteria:

1. The position (or positions) must be requested by the Treasurer as part of theCompensation Board’s annual budget process.

2. The position requested must perform only statutorily prescribed duties of the Treasurer.

3. The Treasurer's office must have a PC, or be connected to the city/county system or havesuch systems scheduled for installation within 12 months.


5. The Compensation Board will use the staffing methodology and weighted three-yearaverage workload criteria developed by the Workload Study Committee to determine theappropriate level of Compensation Board staff support for each office requestingadditional positions.


7. Because the current staffing of Treasurers' offices includes hourly-wage staff expressed asF.T.E. positions, any office receiving a new position shall not have its hourly-wage funds reduced equivalent to the salary of the new position.


The methodology used to determine appropriate staffing levels in each treasurer's officewas developed by the Workload Study Committee and adopted by the Compensation Board.

The methodology considers current Compensation Board funded positions and hourlywage funded employees or full-time equivalent positions. A three year weighted average ofworkload, as reported by Treasurers, is calculated.

114

The workload was weighted to take into account the difficulty or ease of performing theduties. The transactions for each of the categories were totaled and averaged. Then thepercentage was calculated, with 100% as the total number of reported transactions in allcategories. Similarly, the amount of time spent by the offices on each function was totaled andaveraged, and a percentage of total time was then calculated for each category.

The percentage of transactions for each category was divided by the percentage of timefor that category. This resulted in the weighted factor used in the analysis of workload. Thisweighted factor approach gives more weight to those transactions which are more time-intensiveand less weight to those which require less time to complete.

The Treasurers' duties which were deemed to be local, such as vehicle decal issuance andthose in the "other duties" category were removed from the total weighted transactions used inperforming the statistical analysis.

Using the hourly wage funded amount and dividing by the step one salary of a deputy Iposition, the number of part-time FTEs is ascertained. This is added to the Compensation Boardapproved full-time employees for the total personnel.

Linear regression was used to assess the relationship between workload and currentCompensation Board approved FTEs. Regression analysis is a statistical technique used toexplain the relationship between factors, such as workload and current Compensation Boardapproved FTEs.

Workload Elements, Weights, and the formula to determine staff needed are as follows:

Workload Elements Weights

Real Estate Tax 1.55Personal Property Tax 1.08Collections .99Vehicle License (Decals) .79State Income Tax 3.08

Staff Needed = .000036*(total weighted transactions) + 1.92

115

Compensation Board Criteria For Allocating New Positions In Commissioners OfThe Revenue Offices

In determining the allocations of additional positions, the Compensation Board considers thefollowing criteria:

1. The position (or positions) must be requested by the Commissioner of the Revenue aspart of the Compensation Board’s annual budget process.

2. The position requested must perform only statutorily prescribed duties of theCommissioner of the Revenue.

3. The Commissioner's office must have a PC, or be connected to the city/county system orhave such systems scheduled for installation within 12 months.


5. The Compensation Board will use the staffing methodology and weighted averageworkload criteria developed by the Workload Study Committee to determine theappropriate level of Compensation Board staff support for each office requestingadditional positions.


7. Because the current staffing of Commissioners' offices includes hourly-wage staffexpressed as F.T.E. positions, any office receiving a new position shall not have itshourly-wage funds reduced equivalent to the salary of the new position.


The methodology used to determine appropriate staffing levels in each Commissioners’office was developed by the Workload Study Committee and adopted by the CompensationBoard.

The methodology considers current Compensation Board funded positions and hourlywage funded employees, or full-time equivalent positions, and a weighted average of workload,as reported by Commissioners, is calculated.

116

Workload elements and weights are as follows:


Parcels .08Transfers .50Reassessments 1.25Personal Property .17M & T/Business .33Mobile Homes .33Tax Relief .50Business Lic./MC .50Land Use .50Business-Excise Tax 4.00State Tax Returns 0.33Estimated Taxes .17Adjustments .17Cemetery Trust Accounts 8.00Bank Franchise Tax Accounts 1.00Public Service Corp Accounts 2.00Coal/Gas/Oil Severance & Mineral Tax Accounts 2.00Issuance of “No Fee” Decals .17Other Activities .00

After determining the number of Compensation Board employees and the total number ofhours worked each year per locality , a linear regression analysis was performed to determine aformula for a line of best fit and a model was created. The resulting formula that was derived is

Staff Needed = .0002927*(hours of work each year) + 1.7864

This formula was used to determine the employees predicted to be needed to perform the work inany given locality based on the combined data trend of all other offices.

117

Compensation Board Criteria For Allocating New Positions In Directors OfFinances’ Offices

In determining the allocations of additional positions, the Compensation Board considersthe following criteria:

1. The position (or positions) must be requested by the Director of Finance as part of theCompensation Board annual budget process.

2. The position requested must perform only the statutorily prescribed duties of the Directorof Finance.

3. The Director of Finance's office must have a PC, or be connected to the city/countysystem or have such systems scheduled for installation within 12 months.


5. The Compensation Board will use a combination of the staffing methodologies andweighted three-year average workload criterion developed by each of the Workload StudyCommittees of Treasurers and Commissioners of Revenue for their respective offices todetermine the appropriate level of Compensation Board staff support for each officerequesting additional positions. (For FY98, two-year averages will be used, such thatactual data reported by the Director of Finance will be used. Once three years worth ofdata has been collected, three-year averages will be used.)


7. Because the current staffing of Directors of Finance's offices includes hourly-wage staffexpressed as F.T.E. positions, any office receiving a new position shall not have itshourly-wage funds reduced equivalent to the salary of the new position.


The methodology used to determine appropriate staffing levels in each Director of Finance'soffice is based on a combination of methodologies developed by the Workload StudyCommittees for Treasurers and Commissioners of Revenue and adopted by the CompensationBoard.

The methodologies for Treasurers and Commissioners of Revenue both consider currentCompensation Board funded positions and hourly wage funded employees as full-time equivalentpositions (FTE), as follows:

118

Using the hourly wage funded amount and dividing by the step one salary of a deputy Iposition, the number of part-time FTEs is ascertained. This is added to the CompensationBoard approved full-time employees for the total personnel.

The workload information gathered from both Treasurers and Commissioners of Revenue isreported by Directors of Finance, and three year weighted averages of workload are calculated foreach set of information. A staffing need based on each separate set of information is determined,and then the two figures are added to get a total staffing need.

The workload was weighted to take into account the difficulty or ease of performing the duties. The transactions for each of the categories were totaled and averaged. Then the percentage wascalculated, with 100% as the total number of reported transactions in all categories. Similarly,the amount of time spent by the offices on each function was totaled and averaged, and apercentage of total time was then calculated for each category.

The percentage of transactions for each category was divided by the percentage of time for thatcategory. This resulted in the weighted factor used in the analysis of workload. This weightedfactor approach gives more weight to those transactions which are more time-intensive and lessweight to those which require less time to complete.

The Treasurers' duties which were deemed to be local, such as vehicle decal issuance and thosein the "other duties" category were removed from the total weighted transactions used inperforming the statistical analysis.

Linear regression was used on both sets of data to assess the relationship between workload andcurrent Compensation Board approved FTEs. Regression analysis is a statistical technique usedto explain the relationship between factors, such as workload and current Compensation Boardapproved FTEs. After determining the number of Compensation Board employees and the totalnumber of hours worked each year per locality for both Treasurer and Commissioner of Revenueduties, the regression analyses were performed to determine formulas for lines of best fit andmodels were created.

Work Elements and Weights for data regarding Treasurer duties are as follows:


Real Estate Tax 1.55Personal Property Tax 1.08Collections .99Vehicle License (Decals) .79State Income Tax 3.08

The resulting formula that was derived is: .000036*(total weighted transactions) + 1.92

119

Work Elements and Weights for data regarding Commissioner of Revenue duties are as follows:


Parcels .08Transfers .50Reassessments 1.25Personal Property .17M & T/Business .33Mobile Homes .33Tax Relief .50Business Lic./MC .50Land Use .50Business-Excise Tax 4.00State Tax Returns .33Estimated Taxes .17Adjustments .17Cemetery Trust Accounts 8.00Bank Franchise Tax Accounts 1.00Public Service Corp Accounts 2.00Coal/Gas/Oil Severance & Mineral Tax Accounts 2.00Issuance of “No Fee” Decals .17Other Activities .00

The resulting formula that was derived is: .0002927*(hours of work each year) + 1.7864

These formulas were used to determine the employees predicted to be needed to perform thework in any given locality based on the combined data trend of all other offices, and then totalemployees determined from each calculation were added together. Because each formulacontains a base number of employees needed when weighted transactions are zero whichincludes the Constitutional Officer, the total number of employees needed is reduced by one inconsideration of the fact that only one officer will be present in each office, where the combinedbase staff levels result in inclusion of two officers.

120

121


Maximum rank allocation for Treasurers, Commissioners of the Revenue andDirectors of Finance is as follows:

Population Grade Maximum Rank0-9,999 6 DII10,000-19,999 8 DIII20,000-39,999 9 DIV40,000-69,999 10 CDI70,000-99,999 11 CDII100,000-174,999 13 CDIII175,000-249,999 14 CDIV

122

Circuit Court Clerks

Duties of Circuit Court Clerks

“ He shall exercise all the powers conferredand perform all the duties imposed upon suchofficers by general law and may perform such other

duties, not inconsistent with his office, as may be requested of him by the governingbody.”

New Permanent Positions

The General Assembly approved 38 new positions for Clerks' offices, whichhave been allocated in accordance with Compensation Board staffing standards.

Office Expenses

Listed below are reimbursable office expenses:Virginia Association of Circuit Court Clerks Dues (Circuit Court ClerksOnly)VALECO dues (Principal Officer Only)Internet access costs (line charges, ISP costs or locality service charges)Postage/Mail Box RentalCopy machine rentalMicrofilming Expense

Office expenses are funded at the same level as last year and those funds maybe used to pay all or part of microfilming/indexing labor or product. TheCompensation Board will reimburse expenses for indexing under the SupremeCourt system or optical disk systems. Expenses incurred in filming previously

bound record books are not reimbursable under thisallowance.

Code 15.2-1634

Code 17-5, 17-76

123



Notary Public seal, fees or applicationOffice space rent/Office suppliesTelephone equipment installation costsSubscriptions to periodicals, newspapers, Code of VirginiaName tags, desk signs, business cards, camerasChair mats, software, calculator maintenance contractsOffice Equipment

Fringe Benefits

Fringe benefits for Clerks and all staff positions for which theCommonwealth provides financial support, are reimbursed at one third of theemployer's share of the expense. The Compensation Board provides reimbursementfor FICA and VRS for permanent positions and FICA for hourly wageexpenditures.

Salaries

Some Clerks directly pay their office expenses, including their own salaries,pending Compensation Board reimbursement. Salaries of the principal officerspecified in Appendix (3) may not be drawn in advance. The maximum salary theclerk may withdraw in any 30 day period, is 1/12 of the annual salary in addition toany earned, and undrawn salary.

Withdrawal of amounts in excess of the salaryearned could result in the Clerk incurring civil

liability for those actions. The amount and the timing of a Clerk's salarywithdrawals are tested during the Auditor of Public Accounts annual audit.

Code 15.2-1656


124

Appropriations

County Administrators and City Managers should be aware that since July 1,1992, the Compensation Board has been reimbursing Circuit Court Clerks’ officesfor all budgeted amounts approved by the Board.

It is the opinion of the Compensation Board andthe Auditor of Public Accounts that local governments

are required to appropriate expenses for Clerks’ offices.

The Clerks’ expenses should be included in the local government's budget inthe same manner that funds are appropriated for other Constitutional Officers. Thisis required whether or not expenses are paid directly by the Clerk.

Circuit Court Clerk Salaries

76-A.1 The annual salaries of Clerks of Circuit Courts shall be as hereinafterprescribed.



Less than 10,000 56,188 59,700

10,000-19,999 69,235 73,562

20,000-39,999 79,270 84,224

40,000-69,999 83,283 88,488

70,000-99,999 90,305 95,949

100,000-249,999 98,333 104,479

250,000 and above 104,356 110,878

Code 15.2-250315.2-2506

125














I =_______ MONTHLY TAXABLE SALARY(enter this amount in SNIP “Mo Tax Sal” Column)



IF ONE OF YOUR EMPLOYEES PARTICIPATES IN THE CAFETERIA PLAN, YOU MUSTADJUST THE “MO TAX SAL” WHENEVER ANY OF THE FOLLOWING OCCURD:



126

Staffing Standards

Compensation Board Criteria For Allocating New Positions In Circuit Courts

1. The position (or positions) must be requested by the Clerk of the Circuit Court as part ofthe Compensation Board annual budget request process.

2. The position requested must perform only statutorily prescribed duties of the Clerk of theCircuit Court.

3. The Clerks’ office must have an automated financial system and case management systemon-line, or have such systems scheduled for installation within 12 months.


5. The Compensation Board will use the staffing methodology and weighted three-yearaverage workload criteria developed by the VCCA to determine the appropriate level ofCompensation Board staff support for each office requesting additional positions.


7. Because the current staffing of Clerks' offices include hourly-wage staff expressed asF.T.E. positions, any office receiving a new position shall not have its hourly-wage fundsreduced equivalent to the salary of the new position.


The Workload data was supplied by each of the Clerks' offices for three consecutivecalendar years. The average of three years for each element was applied to the weightsdeveloped by the VCCA to determine the hours worked. The FTE positions were determined byusing the Clerks' current full time staff and part time funds.


Criminal Cases 7.50Law Cases 5.50Chancery Cases 4.00Wills & Estates 4.00Deeds .55Judgments .50

127

Financing Statements .50Marriage Licenses .55Game Licenses .40Fictitious Names .40Notary Qualified .40Concealed Handgun Purchases .55

After determining the total 3 year average weighted workload for each office, staff need iscalculated by the following formula:

Staff Needed = 2.1+0.79(hours/1856)

The allocation of additional hourly-wage (part-time) funds is made using the samemethodology.

Technology Trust Fund

The 1999 Appropriations Act continues theLand Records Management Task Force in effect

through June 30, 2000. In addition, the remainder of the language regardingexpenditures of technology trust funds, as signed by the Governor in 1997, remainsthe same but with a new sunset date of July 1, 2000.

Each Circuit Court Clerk may apply for funding from the trust fund for landrecords automation and technology improvements, as outlined in their land recordsautomation plan, for any one or more of the following:

B.(i) obtaining office automation and information technology equipment, includingsoftware and conversion servicesB.(ii) preserving, maintaining and enhancing court records, including, but not limited to,the cost of repairs, maintenance, service contracts and system upgrades which mayinclude, but not necessarily be limited to, a digital imaging systemB.(iii) improving public access to court records.E. (i) equipment and services to convert paper, microfilm or similar documents to adigital image formatE.(ii) the conversion of information into a format which will accommodate remote accessE.(iii)the law and chancery division of the office

The 1999 Appropriation Act broadened the



128

law and chancery provision to include “the acquisition of equipment and softwarefor a pilot project for the automated application for, and issuance of, marriagelicenses”. Allocations for law and chancery shall not exceed the pro-rata share ofthe collections of the $3.00fee relative to the chancery and law actions filed in the jurisdiction.

Fines and Fees

Clerks of the Courts are required to developprocedures for use in their office for the collections

of fines, costs, penalties, forfeitures and restitution. The goal of collecting thesedebts are both financial and punitive. Outstanding fines and fees are a potentialrevenue for the Commonwealth and the locality.


Maximum rank allocation for Clerks of the Circuit Court is as follows:

Population Maximum Rank0-9,999 DCII-810,000-19,999 DCIII-920,000-39,999 DCIV-1140,000-69,999 ACD-1370,000-99,999 CDCI-14100,000-249,999 CDCII-16+250,000 CDCIII-18

Code 19.2-349

129

APPENDICES

130

Appendix 1

Purchasing Personal Computers: Minimum Requirements for Reimbursement

The Compensation Board recommends, but does not require, that thefollowing additional specifications be considered in the purchase of personalcomputers.

Intel Pentium 400 MHz128 mb RAMPlug and Play compatible flash BIOS6 mb Video RAM1 bi-directional parallel and 2 high speed serial (UART 6250) ports5 bays for I/O devices (3 exposed)250 watt power supply101 enhanced keyboardTower or desktop case3 year on-site parts and labor service arrangement14x32 CD ROM16 bit Sound Blaster compatible sound card and speakersNetwork interface card compatible with existing network

131

Appendix 2

Availability of Transfer Money

You can determine the amount generally available for transfer by using thefollowing example:

Position #: 00045 Class: DCI Current Employee: Smith, T.

Compensation Board budgeted salary 7/1/98 for position 21452.00Compensation Board Budgeted monthly salary for position 1787.67Number months Smiths paid this fiscal year 5.00Total Smith paid this fiscal year 8938.35

Compensation Board approved annual salary for new employee, Jones: 20518.00Monthly salary for Jones 1709.83Number months Jones will be paid this fiscal year 6.00Total Jones will be paid this fiscal year 10258.98

Total Smith paid this fiscal year 8938.35Total Jones will be paid this fiscal year 10258.98

Total salary to be expended 19197.33

Compensation Board budgeted salary 7/1/98 for 5 months 8938.35Compensation Board budgeted salary 12/1/98 for 7 months 13014.19(21452 x 1.04 = 22310)

Compensation Board budgeted annual salary 21952.54less salary expended 19197.33

Total Amount to transfer: 2755.21Note: Please figure partial months from example

132

Appendix 3

CERTIFICATION OF EMPLOYEE PERFORMANCE EVALUATION PLAN


FROM: Officer/Locality

The employee performance evaluation plan currently in effect forthis office, adopted on , incorporates all of the following features:

(date)

1. JOB DESCRIPTION

A detailed job description is maintained for each permanent employee which provides theelements for evaluation on the employee's performance plan.

2. WRITTEN PERFORMANCE PLAN

Each employee's performance plan identifies and prioritizes job elements based upon theemployee's job description, states expectations for the acceptable level of performance foreach job element, and addresses the extent to which external factors impact theemployee's ability to perform the job. Factors which are not related to the job, such asrace, sex, religion, level of salary or physical condition, are not considered in theevaluation process.

3. PERFORMANCE EVALUATION AND INTERVIEW WITH EMPLOYEE

The performance plan and evaluation expectations are discussed by the employee andhis/her immediate supervisor at the beginning of the performance cycle and in at least oneinterview every 12 months. These meetings address ways to improve performance, noteareas of improvement already achieved, and provide a forum for discussion of goals,expectations, and factors affecting performance.

4. SIGNATURES OF EMPLOYEE AND IMMEDIATE SUPERVISOR

Both the employee and the employee's immediate supervisor sign the performance planand the evaluation; copies are made available to the employee and the originals aremaintained in the employee's permanent personnel file.

Signed: Date:

133

Appendix 4

FIPS LOCALITY FY00 STRESS001 Accomack 84.01%003 Albemarle 62.92%005 Alleghany 77.79%007 Amelia 75.65%009 Amherst 75.02%011 Appomattox 73.50%013 Arlington 58.25%015 Augusta 68.37%017 Bath 30.00%019 Bedford 64.17%021 Bland 74.09%023 Botetourt 65.39%025 Brunswick 82.77%027 Buchanan 87.99%029 Buckingham 77.49%031 Campbell 73.58%033 Caroline 75.02%035 Carroll 77.58%036 Charles City 78.84%037 Charlotte 80.08%041 Chesterfield 63.15%042 Chesterfield Drug Pros 96.81%043 Clarke 67.80%045 Craig 69.88%047 Culpeper 71.90%049 Cumberland 76.58%051 Dickenson 84.59%053 Dinwiddie 76.94%057 Essex 73.80%059 Fairfax 55.11%061 Fauquier 57.21%063 Floyd 73.31%065 Fluvanna 68.69%067 Franklin 71.26%069 Frederick 70.57%071 Giles 75.66%073 Gloucester 72.97%075 Goochland 55.72%077 Grayson 79.88%079 Greene 72.27%081 Greensville 88.99%083 Halifax 73.05%084 Halifax Drug Pros 80.08%085 Hanover 58.02%087 Henrico 68.41%

134

FIPS LOCALITY FY00 STRESS089 Henry 77.37%090 Henrico Drug Pros 92.95%091 Highland 70.17%093 Isle of Wight 74.37%095 James City 65.55%097 King and Queen 76.80%099 King George 69.94%101 King William 66.80%103 Lancaster 66.88%105 Lee 83.76%107 Loudoun 45.83%109 Louisa 63.96%111 Lunenburg 84.22%113 Madison 71.45%115 Mathews 70.50%117 Mecklenburg 74.96%119 Middlesex 66.71%121 Montgomery 77.38%125 Nelson 69.29%127 New Kent 61.61%131 Northampton 83.04%133 Northumberland 68.52%135 Nottoway 81.81%137 Orange 70.46%139 Page 73.93%141 Patrick 75.72%143 Pittsylvania 73.80%145 Powhatan 60.85%147 Prince Edward 79.61%149 Prince George 70.99%153 Prince William 67.24%155 Pulaski 75.92%157 Rappahannock 56.53%159 Richmond 77.04%161 Roanoke 69.78%163 Rockbridge 75.39%165 Rockingham 73.15%167 Russell 78.88%169 Scott 75.72%171 Shenandoah 72.77%173 Smyth 79.79%175 Southampton 77.22%177 Spotsylvania 65.48%179 Stafford 64.23%181 Surry 50.46%183 Sussex 85.99%

135

FIPS LOCALITY FY00 STRESS185 Tazewell 77.33%187 Warren 70.77%191 Washington 74.42%193 Westmoreland 75.24%195 Wise/Norton 82.97%195 Wise 82.97%197 Wythe 77.94%199 York 68.41%405 Albe/Charlottsvl Reg Jl 88.95%410 Fred/Clrk/Winch Reg Jl 80.44%415 Henrico Reg Jail 68.41%420 Middle Peninsula Reg 76.80%425 Central VA Reg Jail 72.27%430 Piedmont Reg Jail 84.22%435 Pr Wm/Man Reg Jail 79.21%440 Northern Neck Reg Jl 77.04%445 Rockbridge Area Reg 89.23%450 Rappahannock Sec Ctr 85.02%455 Western Tidewater Reg 80.70%460 Pamunkey Reg Jail 75.02%465 Riverside Reg Jail 96.81%470 VA Peninsula Reg Jl 83.76%475 Hampton Rds Reg Jl 100.00%480 New River Regional Jail 86.14%485 Blue Ridge Regional Jail 90.39%490 Peumansend Creek Reg Jl 77.04%491 Southside Regional Jail 98.21%510 Alexandria 63.86%511 Alexandria Drug Pros 63.86%515 Bedford 84.42%520 Bristol 89.83%530 Buena Vista 88.81%540 Charlottesville 88.95%550 Chesapeake 77.97%560 Clifton Forge 92.94%570 Colonial Heights 77.11%580 Covington 94.62%590 Danville 84.98%595 Emporia 98.21%600 Fairfax 62.60%610 Falls Church 53.14%620 Franklin 88.22%630 Fredericksburg 85.02%640 Galax 93.15%650 Hampton 89.72%

136

FIPS LOCALITY FY00 STRESS651 Hampton Drug Pros 91.80%660 Harrisonburg 83.16%670 Hopewell 93.42%678 Lexington 89.23%680 Lynchburg 90.39%683 Manassas 68.69%685 Manassas Park 79.21%690 Martinsville 90.17%700 Newport News 91.80%710 Norfolk 100.00%720 Norton 87.65%730 Petersburg 96.81%735 Poquoson 63.85%740 Portsmouth 96.76%741 Portsmouth Drug Pros 100.00%750 Radford 86.14%760 Richmond 92.95%764 Richmond 92.95%765 Richmond 92.95%770 Roanoke 92.76%771 Roanoke Drug Pros 92.76%775 Salem 81.98%790 Staunton 84.96%800 Suffolk 80.70%810 Virginia Beach 80.24%820 Waynesboro 87.07%830 Williamsburg 83.76%840 Winchester 80.44%

137

Appendix 5

Reimbursement Policy MatrixCOMPENSATION BOARD REIMBURSEMENT PERCENTAGES, FY00

SHERIFFS REGIONAL JAILS COMMONWEALTH’SATTORNEYS

DRUG PROSECUTORS

OFFICERS SALARY 100% of amount set out in theAppropriation Act

N/A 100% of amount set out in theAppropriation Act

N/A

EMPLOYEES SALARIES 100% of Compensation Boardapproved amount

100% of Compensation Boardapproved amount



MEDICAL/RECORDS/TREATMENT SALARIES

66.66% of Compensation Boardapproved amount

66.66% of Compensation Boardapproved amount

N/A N/A

PART-TIME (HOURLY WAGE)SALARIES





OFFICE EXPENSE 100% of Compensation Boardapproved amount




OFFICE EQUIPMENT 100% of Compensation Boardapproved amount. (fiscal stressfactor is applied to all requests priorto approval)

100% of Compensation Boardapproved amount. (fiscal stressfactor is applied to all requests priorto approval) (Note 1)

100% of Compensation Boardapproved amount. (fiscal stressfactor is applied to all requests priorto approval)

100% of Compensation Boardapproved amount. (fiscal stressfactor is applied to all requests priorto approval) (Note 1)

APPROVED CONFERENCEAND MEETING EXPENSE





VRS RETIREMENT ONSALARIES OF OFFICERS &PERMANENT EMPLOYEES

Employers share based on localityrate, not to exceed 6.86%.

Employers share based on localityrate, not to exceed 6.86%.(Note 2)


Employers share based on localityrate, not to exceed 6.86%.(Note 2)

FICA ON SALARIES OFOFFICERS & PERMANENTEMPLOYEES

7.65% of salary payable byCompensation Board up to$72,600, and 1.45% of salary above$72,600.




VRS INSURANCE ONSALARIES OF OFFICERS &PERMANENT EMPLOYEES

None in FY00 None in FY00 None in FY00 None in FY00

FICA ON PART-TIME (HOURLYWAGE) EMPLOYEES

7.65% of wages payable by theCompensation Board




Note 1 - The highest fiscal stress factor of a member jurisdiction will be used when applied to equipment requests from Regional Jail Superintendents and Drug Prosecutors.Note 2 - The VRS rate of the locality acting as fiscal agent will be used when applied to salaries payable by the Compensation Board for Regional Jails and Drug Prosecutors.

138

Appendix 5, continuedCOMPENSATION BOARD REIMBURSEMENT PERCENTAGES, FY98

CLERKS TREASURERS & DIRECTORSOF FINANCE

(Note 3)

COMMISSIONEROF THE REVENUE

OFFICERS SALARY 100% of the amount set out in theAppropriation Act

50% of the 1980 amount, and 100%of all state funded increasesthereafter

50% of the 1980 amount, and 100%of all state funded increasesthereafter

EMPLOYEES SALARIES 100% of Compensation Boardapproved amount



MEDICAL/RECORDS/TREATMENT SALARIES

N/A N/A N/A

PART-TIME (HOURLY WAGE)SALARIES




OFFICE EXPENSE 100% of Compensation Boardapproved amount



OFFICE EQUIPMENT 100% of Compensation Boardapproved amount

33.33% of Compensation Boardapproved amount (fiscal stressfactor is applied to all requests priorto approval)

33.33% of Compensation Boardapproved amount (fiscal stressfactor is applied to all requests priorto approval)

APPROVED CONFERENCEAND MEETING EXPENSE




VRS RETIREMENT ONSALARIES OF OFFICERS &PERMANENT EMPLOYEES

1/3 of Employers share based onlocality rate, not to exceed 6.86%



FICA ON SALARIES OFOFFICERS & PERMANENTEMPLOYEES

1/3 of 7.65% of salary payable byCompensation Board up to$72,600, and 1.45% of salary above$72,600.



VRS INSURANCE ONSALARIES OF OFFICERS &PERMANENT EMPLOYEES

None in FY00 None in FY00 None in FY00

FICA ON PART-TIME (HOURLYWAGE) EMPLOYEES

1/3 of 7.65% of wages payable bythe Compensation Board

7.65% of wages payable byCompensation Board

7.65% of wages payable byCompensation Board

Note 3 - City Treasurers who neither collect nor disburse local taxes or revenues are funded entirely by the Commonwealth. Lynchburg, Galax, and Richmond City are 100% reimbursed by theCommonwealth in all categories. City Treasurers who disburse local revenues but do not collect the same are funded in the proportion of one-third by the city and two thirds by theCommonwealth in most categories. Williamsburg and Danville are reimbursed 66.66% by the Commonwealth for salaries and expenses, and 33.33% for equipment. (Code of Virginia, §15.2-1636.14)

139

CERTIFICATION OF POSITION CLASSIFICATION PLAN

TO: COMPENSATION BOARD

FROM: _________________________, _________________________Officer Locality

The position classification plan currently in effect for this office, adopted on________________________, incorporates all of the following features:Date

1. Job Description

A detailed job description is maintained for all positions.

2. Class Specifications

Class specifications are maintained for all grades which addresses distinguishingfeatures of the work performed by each grade level.

3. Assignment of Duties

Duties are assigned to positions based upon legitimate needs as determined by theConstitutional Officer, unrelated to race, gender, national origin, age, religion,political affiliation, or disability.

4. Review

All job descriptions and classification specifications are reviewed at least every twoyears to determine the appropriate level of classification.

5. Knowledge of Position Classification Matters

I am capable of making appropriate and lawful decisions regarding positionclassification in my office by virtue of my:

___________ Attendance at Compensation Board sponsored training

___________ Participation in the locality pay plan

___________ (Other) (Provide information)

140

6. Compensation Board Policy

This office is and will remain in compliance with the Compensation Board Delegationof Position Classification Policy dated May 1, 1997, and any subsequent changes.

7. Availability of Funds

Upon reallocation of a position to a higher salary grade, the incumbent’s salary mayincrease not more than four steps, or to the next range minimum, whichever is thegreater increase; funds will be available within my base Compensation Board budgetfor this purpose.

8. Re-certification

I understand that this delegation may be rescinded by the Compensation Board if I donot attend re-certification training as provided by the Compensation Board.

9. Audit

I agree to maintain such job descriptions, classification specifications and supportingdocumentation necessary to support all position classification decisions madesubsequent to my certification of delegation of authority, and make such recordsavailable to the Compensation Board upon request in accordance with the provisionsof §14.1, Code of Virginia.

I agree that if an audit finds my office to be in non-compliance with the terms of thisplan, the Compensation Board may de-certify my office 60 days following the auditunless remedial steps, acceptable to the Compensation Board, have beenimplemented. De-certification will result in all re-classification actions since the dateof original certification to be voided and salaries of those affected will be returned totheir original grade and step.

10. Notification to Governing Body

I have provided a copy of this certification to my governing body.

___________________________________________ _______________________Signature Date

141

Appendix 6

1997 Population Estimates for Virginia Counties and Cities

Provisional1998

1997 1996 1995 1994 1993 1992 1991 Revised1990

Census (1)

COUNTIESAccomack 32,500 32,400 32,400 32,400 32,600 32,500 32,200 32,000 31,700Albemarle 80,200 79,200 78,400 75,900 74,300 72,400 70,300 69,500 68,200Alleghany 12,700 12,700 12,800 12,700 13,000 13,000 13,100 13,100 13,000Amelia 10,300 10,200 10,000 9,700 9,500 9,400 9,200 9,000 8,800Amherst 30,200 30,200 30,000 29,900 29,700 29,300 29,200 28,800 28,600Appomattox 13,200 13,100 13,000 12,900 12,800 12,700 12,600 12,500 12,300Arlington 181,700 180,600 178,700 179,700 178,100 176,800 175,400 172,700 170,900Augusta 62,400 62,100 61,300 59,800 59,400 57,900 57,100 56,200 54,700Bath 4,900 4,900 4,900 5,000 5,000 5,000 4,900 4,800 4,800Bedford (2) 56,600 55,900 55,100 52,900 51,900 50,100 48,500 47,200 45,500Bland 6,900 6,900 6,900 6,900 6,800 6,700 6,600 6,600 6,500Botetourt 29,000 28,600 28,200 27,800 27,000 26,400 25,800 25,400 25,000Brunswick 17,000 16,700 16,700 16,200 16,400 16,300 16,200 16,100 16,000Buchanan 28,600 29,100 29,500 30,200 30,700 31,000 31,500 31,500 31,300Buckingham 14,700 14,600 14,500 14,400 13,600 13,200 13,000 12,900 12,900Campbell 50,100 49,900 49,500 49,100 49,000 48,600 48,600 48,000 47,600Caroline 21,700 21,500 21,200 21,000 20,500 20,700 20,200 20,000 19,200Carroll 28,200 28,100 28,100 27,900 27,600 27,400 27,000 26,800 26,600Charles City 7,000 6,800 6,700 6,700 6,600 6,600 6,400 6,300 6,300Charlotte 12,000 12,000 12,000 12,100 12,100 12,000 11,800 11,700 11,700Chesterfield 246,100 243,700 241,000 239,000 234,800 229,800 225,100 218,400 209,600Clarke 12,800 12,800 12,700 12,500 12,300 12,300 12,100 12,100 12,100Craig 5,000 5,000 4,900 4,900 4,700 4,600 4,500 4,500 4,400Culpeper 32,600 32,100 31,600 31,200 29,500 29,200 28,800 28,400 27,800Cumberland 8,300 8,200 8,100 8,000 7,900 7,900 7,900 7,900 7,800Dickenson 16,800 17,000 17,100 17,500 17,600 17,700 17,700 17,600 17,600Dinwiddie 24,800 24,700 24,200 23,400 23,400 22,800 21,600 21,600 22,300Essex 9,200 9,200 9,200 9,300 9,200 9,200 9,000 8,800 8,700Fairfax (3) 930,400 919,000 905,900 898,200 883,800 870,300 857,900 838,300 818,400Fauquier 52,600 52,000 51,100 50,900 51,100 50,900 50,400 49,600 48,900Floyd 13,200 13,100 12,900 12,800 12,600 12,500 12,400 12,200 12,000Fluvanna 18,600 17,700 16,800 15,900 14,900 14,400 13,900 13,200 12,400Franklin 45,400 44,900 44,200 43,500 42,600 42,000 41,100 40,400 39,500Frederick 55,800 54,900 53,200 52,000 51,200 49,700 48,800 47,700 45,700Giles 16,500 16,500 16,500 16,600 16,500 16,500 16,400 16,400 16,400Gloucester 33,900 33,600 33,200 32,800 32,500 32,100 31,300 30,700 30,100Goochland 17,500 17,300 17,000 16,200 15,600 15,300 14,900 14,600 14,200Grayson 16,500 16,400 16,500 16,400 16,500 16,300 16,200 16,100 16,300Greene 14,200 13,600 13,200 12,800 12,400 12,100 11,500 10,900 10,300Greensville 11,400 11,500 11,300 11,100 11,000 11,000 11,100 10,100 8,600Halifax (4) 37,000 37,200 37,600 38,000 37,600 37,300 36,600 36,300 36,000Hanover 81,500 79,200 76,600 74,600 71,900 69,600 68,000 65,900 63,300Henrico 247,200 244,900 241,800 235,800 234,800 229,800 225,700 222,100 217,800Henry 56,000 56,200 56,300 56,600 56,900 56,700 56,500 56,500 56,900Highland 2,500 2,500 2,500 2,600 2,600 2,600 2,600 2,600 2,600Isle of Wight 29,000 28,500 28,100 27,700 27,100 26,600 26,000 25,600 25,100James City 44,600 43,400 42,500 40,800 39,600 38,300 37,200 36,200 35,000King and Queen 6,500 6,500 6,500 6,500 6,400 6,300 6,300 6,300 6,300King George 16,700 16,400 16,100 15,900 15,400 14,700 14,400 14,000 13,500King William 12,900 12,700 12,400 12,200 12,100 11,900 11,600 11,300 10,900Lancaster 11,300 11,200 11,200 11,100 11,000 11,000 11,000 11,000 10,900

142

Lee 24,200 24,300 24,400 24,600 24,600 24,500 24,500 24,500 24,500

143


Provisional1998

1997 1996 1995 1994 1993 1992 1991 Revised1990

Census (1)

Loudoun 143,900 134,900 125,300 117,500 108,300 101,400 95,100 90,900 86,100Louisa 24,800 24,100 23,500 23,100 22,700 22,300 21,700 21,100 20,300Lunenburg 12,400 12,400 12,400 11,400 11,300 11,400 11,400 11,500 11,400Madison 12,600 12,500 12,400 12,300 12,300 12,300 12,200 12,100 11,900Mathews 9,200 9,200 9,100 9,000 8,900 8,800 8,700 8,600 8,300Mecklenburg 31,100 31,000 30,700 30,700 30,300 29,900 29,600 29,400 29,200Middlesex 9,500 9,400 9,300 9,300 9,300 9,200 9,000 8,900 8,700Montgomery 77,500 76,800 76,700 76,200 76,000 74,900 74,400 74,100 73,900Nelson 14,000 13,900 13,600 13,400 13,400 13,300 13,200 13,000 12,800New Kent 13,100 12,800 12,200 11,800 11,400 11,300 11,100 10,800 10,400Northampton 12,900 12,900 12,800 12,900 12,900 13,000 13,000 13,100 13,100Northumberland 11,600 11,500 11,400 11,300 11,200 11,100 11,000 10,900 10,500Nottoway 15,200 15,100 15,200 15,400 15,100 16,700 17,000 15,100 15,000Orange 25,000 24,500 24,000 23,700 23,200 22,700 22,400 22,100 21,400Page 23,000 22,900 22,900 22,700 22,700 22,500 22,300 22,000 21,700Patrick 18,600 18,400 18,100 17,900 17,600 17,600 17,500 17,500 17,500Pittsylvania 58,900 58,600 57,300 56,900 56,100 55,700 55,700 55,800 55,700Powhatan 21,800 21,000 20,400 19,200 18,300 17,600 16,900 16,100 15,300Prince Edward 19,000 18,700 18,500 18,500 18,300 18,000 17,700 17,400 17,300Prince George 30,600 30,500 30,500 28,700 29,000 28,300 28,100 26,800 27,400Prince William 258,700 253,600 247,600 242,700 238,200 233,700 228,900 222,800 215,700Pulaski 34,700 34,500 34,400 34,700 34,500 34,500 34,500 34,300 34,500Rappahannock 7,200 7,000 7,000 6,900 6,900 6,900 6,800 6,700 6,600Richmond 8,700 8,600 8,600 8,600 8,300 7,500 7,300 7,300 7,300Roanoke 81,600 81,700 81,800 81,800 82,700 81,600 80,700 79,900 79,300Rockbridge 20,100 19,900 19,400 19,100 19,200 19,000 18,900 18,500 18,400Rockingham 65,000 64,400 63,600 62,600 61,600 60,700 59,500 58,500 57,500Russell 29,100 29,100 29,100 29,100 29,200 29,200 28,800 28,800 28,700Scott 23,100 23,100 23,100 23,400 23,600 23,600 23,500 23,200 23,200Shenandoah 35,900 35,300 34,800 34,100 33,300 33,100 32,700 32,300 31,600Smyth 32,700 32,800 32,900 33,100 33,200 33,100 32,900 32,600 32,400Southampton (5) 17,600 17,700 17,600 17,700 17,400 17,300 17,200 17,100 17,200Spotsylvania 83,500 80,400 74,600 71,600 69,100 65,700 62,500 60,300 57,400Stafford 87,400 86,400 85,300 80,200 76,100 72,500 69,700 65,900 61,200Surry 6,400 6,400 6,400 6,400 6,400 6,400 6,400 6,200 6,100Sussex 10,000 10,000 10,000 10,100 10,100 10,200 10,200 10,200 10,200Tazewell 46,300 46,500 46,800 47,100 47,300 47,200 46,900 46,500 46,000Warren 29,000 29,000 29,100 28,900 28,700 28,200 27,800 27,200 26,100Washington 49,400 49,200 49,400 48,900 48,400 47,900 47,100 46,500 45,900Westmoreland 15,900 15,900 16,100 16,200 16,200 16,100 16,000 15,800 15,500Wise 38,400 38,700 39,000 39,300 39,500 39,700 40,000 39,800 39,600Wythe 26,600 26,500 26,500 26,500 26,600 26,200 26,000 25,800 25,500York 57,200 56,400 55,100 54,400 52,700 50,400 47,200 44,700 42,400

CITIESAlexandria 119,100 117,700 116,200 115,100 115,300 115,100 114,800 113,000 111,200Bedford City (2) 6,200 6,200 6,200 6,400 6,400 6,400 6,300 6,200 6,300Bristol 17,600 17,500 17,400 17,800 17,800 18,000 17,800 18,100 18,400Buena Vista 6,300 6,200 6,300 6,400 6,400 6,500 6,400 6,400 6,400Charlottesville 38,100 38,100 38,100 39,800 40,000 40,700 40,400 40,400 40,500Chesapeake 193,900 190,600 187,200 184,300 178,200 171,000 164,000 158,300 152,000Clifton Forge 4,400 4,500 4,400 4,600 4,600 4,600 4,500 4,600 4,700Colonial Heights 16,700 16,700 16,500 16,400 16,700 16,500 16,400 16,200 16,100Covington 7,000 7,000 6,900 7,200 7,100 7,100 6,900 6,900 7,200Danville 50,100 50,700 52,000 52,800 53,400 53,300 53,300 53,200 53,100Emporia 5,500 5,600 5,700 5,700 5,700 5,800 5,600 5,500 5,500

144


Provisional1998

1997 1996 1995 1994 1993 1992 1991 Revised1990

Census (1)

Fairfax City (3) 20,400 20,400 20,300 20,600 20,600 20,500 20,600 19,900 19,900Falls Church 9,800 9,800 9,800 9,600 9,600 9,500 9,400 9,500 9,500Franklin City (5) 8,600 8,700 8,700 8,400 8,300 8,400 8,400 8,200 8,200Fredericksburg 20,300 20,100 20,500 20,900 20,400 20,600 20,000 19,600 19,000Galax 6,900 6,900 6,800 6,900 6,600 6,600 6,500 6,600 6,700Hampton 136,500 137,600 136,900 138,000 138,400 137,800 136,300 135,200 133,800Harrisonburg 34,100 33,900 33,900 33,300 32,800 32,500 32,000 31,400 30,700Hopewell 22,500 22,300 22,500 22,700 22,600 23,100 23,300 23,100 23,100Lexington 7,100 7,100 7,000 7,200 7,200 7,100 7,100 7,000 7,000Lynchburg 64,800 64,900 64,800 65,800 65,700 66,100 66,000 65,500 66,000Manassas 34,300 33,600 32,700 32,000 31,700 30,900 30,100 29,000 28,000Manassas Park 8,600 8,400 8,200 7,500 7,300 7,100 7,000 6,900 6,700Martinsville 15,300 15,600 15,700 15,900 16,000 16,000 15,800 16,000 16,200Newport News 179,200 177,700 178,300 179,100 179,100 177,200 177,500 171,400 171,400Norfolk 221,500 229,600 231,700 234,400 239,900 242,600 250,300 252,900 261,300Norton 4,100 4,100 4,100 4,200 4,400 4,200 4,300 4,300 4,200Petersburg 34,300 34,400 34,200 36,400 36,400 37,300 38,100 37,800 37,000Poquoson 11,300 11,200 11,300 11,300 11,400 11,300 11,100 11,100 11,000Portsmouth 98,100 98,700 99,700 101,000 102,900 103,100 103,800 103,200 103,900Radford 15,800 15,600 15,300 15,700 16,200 16,300 16,400 16,100 15,900Richmond City 194,200 193,700 193,000 196,200 197,700 200,500 201,100 201,400 202,800Roanoke City 94,900 95,200 95,700 96,600 96,400 97,100 97,000 96,700 96,500Salem 24,600 24,700 24,500 24,200 24,500 24,100 23,900 24,000 23,800Staunton 23,600 23,500 23,700 24,400 24,400 24,700 24,600 24,500 24,500Suffolk 61,800 60,200 57,900 56,000 54,500 53,800 53,100 52,600 52,100Virginia Beach 420,700 419,900 417,700 418,400 417,400 414,200 409,900 401,100 393,100Waynesboro 18,500 18,500 18,500 18,700 18,700 18,700 18,700 18,700 18,500Williamsburg 12,000 11,800 11,900 12,000 11,900 11,900 11,700 11,600 11,400Winchester 22,200 22,200 22,800 23,100 22,600 22,600 22,400 22,200 21,900

Total Counties 4,500,100 4,446,500 4,381,300 4,320,100 4,254,300 4,182,200 4,111,800 4,031,300 3,944,000Total Cities 2,291,200 2,291,000 2,284,800 2,297,300 2,297,100 2,290,800 2,282,700 2,256,700 2,245,200

State of Virginia (6) 6,791,300 6,737,500 6,666,200 6,617,400 6,551,400 6,473,000 6,394,500 6,288,000 6,189,200

NOTES

(1) Revised 1990 Census figures include all revisions to the census received from the Bureau of the Census as of December 31, 1998. For localities which have had boundary adjustments since April 1, 1990, this figure also reflects the adjusted census count.

(2) Annexation of Bedford County by Bedford City on June 30, 1993. First estimates to reflect annexation are for 1993.

(3) Annexations of Fairfax County by Fairfax City on December 31, 1991 and January 1, 1994. First estimates to reflect annexations are for 1992 and 1994.

(4) On July 1, 1995, South Boston reverted to town status. All figures for Halifax County include South Boston's population.

(5) Annexation of Southampton by Franklin City on December 31, 1995. First estimates to reflect annexation are for 1996.

(6) Aggregate figures may not exactly equal sum of localities due to rounding error.

The Compensation Board is required by law to use the 1998 Provisional census data to determine the salary of Constitutional Officers, and to use the 1997 data to determine the allocation of law enforcement deputies.

Documents

COMPENSATION BOARD OPERATING MANUAL FISCAL YEAR 00